I worked with multiple manufacturing sites and warehouse site control, TPM, and maintenance departments to lead technical services and cross-matrix organization activities, including a $10 million budget and a $5 million capital spend. I coordinated multiple sectors while strengthening employee development with a team of four direct and 72 indirect employees. I conceived and executed capital projects and TPM systems. I also conducted continuous improvement programs and SPC. I skillfully managed a $5 million capital plan and devised a five-year expert investment strategy. I combined proper KPI implementation with adroit administration to reinforce the maintenance team’s focus on RCM and PCM programs. Furthermore, I generated a compensation system for technicians to match present market trends.I realized several breakthroughs in this position. I improved attainments by enhancing reliability and effectuating over 30% reduction in downtime. I also increased earnings by 5+% by co-leading a cross-functional team that used lean manufacturing principles to implement the Wornick Operating System. In 2019, I succeeded in obtaining the highest revenue and EBIDTA in company history.Senior Manager, TPM and Continuous Improvement (2018-2019)I introduced TPM and other internationally acclaimed systems and processes. I also implemented vital processes to drive immediate improvements.

I superintended multiple maintenance departments' efforts with a $10 million budget in a plant that processed 500,000 lbs of meat in a day. I managed a team of three direct and 22 indirect employees and facilitated reliability initiatives. I led the RCA and FEMA cross-functional teams and the Kaizen task forces. I devised reliability plans for assets and identified the “bad actors” while investigating improvement plans. I developed and implemented distinct KPIs in the performance management process. Along with this, I redirected Engineering teams and capital plans with a particular emphasis on yield, inedible, and quality for $8mm plans to highlight EBITDA. I administered capital improvements and completed productivity projects by obtaining prices and locating contractors.

I managed a team of 140 employees in a plant that functioned round the clock. I was responsible for maintaining appropriate staffing levels to ensure that all cost and product goals were met. I developed standard operations policies and expedited on-the-job leadership and training. I supported operations managers across the organization in sharpening their professional and leadership capacities. I analyzed data to improve production systems, work procedures, and costs. I implemented and spearheaded Standard Operating Procedures (SOPs). I also promoted safety engagement on each floor with the behavior focused activity "STOP" and conducted LOTOTO audits.I upgraded the safety trends to a global scale - <1 TRIR• 0 LTI and processed center linings to reduce scrap production from 3.2% to 1.58%.

I ensured compliance with the safety guidelines of the plant and its machines. I worked with a team of supervisors and mechanics to ensure maximum reliability. I implemented fidelity maintenance programs and PSM systems for the plant while developing capital pipelines to maintain the lowest cost/lb in the network of packaging upgrades/automation.

• Recruited to expand company capabilities through conceptualizing, planning, budgeting and executing major capital priorities including directing projects valued at up to $100 million. • Coordinated engineering and operations asset process improvements and execute continuous improvement strategies using Lean, Six Sigma, quality control tools and TPM philosophy. • Worked with business unit developing NPV for asset investment to improve weighted average cost of capital.• Implemented Lean and Six Sigma participation projects to reduce winder scrap.• Reduced significant waste through implementing roll cooling for gravure roll in coating application.• Utilized Six Sigma methodology to improve raw stock moisture profile, resulting in improvement in raw stock moisture and an annual energy savings of $250,000• Lead a $22 million shoe press upgrade resulting in 12% speed increase and in developing new warehouse storage capacities and fire protection capability

• Oversaw Maintenance Department of 600 tpd mill. Directed the reliability program and initiatives. • Lead troubleshooting, RCFA and FEMA cross functional teams and task forces. • Monitored and managed a repair and maintenance budget of $3 million, including 5 direct and ### indirect reports.• Managed daily, down day and annual down preventive, predictive and repairs and the critical spare program. Developed MTBF reporting. Engineered design out solutions.

• Managed entire plant operations including a P&L responsibility of $35 million and leading a team of five direct and 125 indirect reports.• Reduced waste and improved cash position utilizing Lean manufacturing principles, i.e.: reduced working capital requirements through implementing innovative inventory control, eliminated a core cutter job by creating a cell work environment on the dry end, and moved equipment to centralized area. Effective supply chain management change.• Achieved unprecedented tonnage production for site (300+ tons/day), significantly increasing incremental profits.• Provided joint union and management team leadership; results included improved labor relationships.• Increased manufacturing efficiency to levels in line with world class operations (94%) increase margin 10+%

• Oversaw five direct reports and 30 hourly personnel for capital, maintenance and facilities/utilities areas• Directed all energy purchasing, contracts and conservation programs. Managed all environmental permitting, reporting and compliance; EPCRA, SARA, SERC (bulk storage of hazardous materials, TITLE V, MSD) water-reclamation and spill prevention. • Managed extensive capital improvements improving bottom line profitability –PLC control installations and boiler repairs, DCS upgrade, electrical distribution and transformer installation, water treatment equipment, extractor press, suction primary press and 1st main press installations with complete machine alignment. • Supported existing work groups in creating/updating master maintenance plan for steam systems. Oversaw two major boiler overhauls including retubing of one boiler, and a 5-year inspection overhaul of a 4-meg turbine generator.• Introduced the Dupont STOP program to maintenance department resulting in 24 months of no injuries.• Developed and implemented an audit team composed of a cross section of • Introduced laser alignment equipment and techniques. Managed extensive redesign of steam and condensate pipe layout and installation upgrades. Developed facility 10-year roof plan, including upgrades to protected membrane roofing system.• Collaborated with Division Manager and Plant Manager to create an 11% increase in efficiency through reliability, energy conservation & capital improvements• Improved throughput 185 tpd to 230 tpd increasing margin 10+% resulting in 12% speed increase and in developing new warehouse storage capacities and fire protection capability

• Managed the site Maintenance and Reliability Departments overseeing $4 million budget, six direct reports over four machines, recycle, pulp prep, utilities including powerhouse, waste treatment, water filtration, electrical distribution and facilities. • Promoted to establish world-class performance standards through developing a new team concept with multi-craft responsibility, and implementing a maintenance program utilizing supervisors, CMMS, hourly personnel and reliability-centered maintenance principles. • Led a six-member planning group for the maintenance system, pre-post start-up. • Developed a maintenance control system, establishing routine roll alignment procedures and standards, engineering repairs and designing solutions, and managing an outsource maintenance group for the powerhouse