Radell Young Email & Phone Number

Osceola, Ia, Us

Fort Dodge, Iowa, United States

PEM- Processing and Packaging Design & Execution; Project Maya1.Managing Overall MAYA Design Process from 30% IFA (Issued for Approval) to 90%IFB (Issued for Bid) and 100% IFC (Issued for Construction). 2.Design Coordination and leadership for NPE Discipline Design Engineers and 3 Large Design firms for CSA, Packaging, and Process/Utilities3. Leading 5 Process/Packaging Engineers and 3 Construction Managers for the $200MM+ Line Expansion Project

Working to provide Technical Advisory and Consultation for Food Manufacturing and CPG clients. -Optical Sorting and Vision Equipment-Equipment Reliability Methodologies-Lean Manufacturing Methodologies-CAPEX/SUM Methodologies-Food Safety -Ergonomic and Human Safety

Chief Executive Member of an international multi-member LLC focused on delivering Web3 (EVM Blockchain) business solutions for small businesses, non-profits, creators, and artists.Key Initiatives:Project Nektr-Polygon Blockchain Ecosystem with a token and dAPPs geared towards business solutionshttps://nektr.co/

Des Moines Metropolitan Area

Served as a vital member of the Plant Leadership Team and as the department head ofEngineering/Maintenance of 15+ individuals (directly managed a Controls Engineer, Systems Engineer, Sr. Project Engineer, Maintenance Supervisor, and Stockroom Lead). Utilized Weekly and Daily direction-setting processes to drive operational efficiency and strategic initiatives within the department. Responsible for indirects portion of the P&L for the Flour Business Unit, reporting directly to the Plant Manager with a dottedline to the Engineering Business Manager.Key Achievements: Achieved $100K+ cost avoidance and heightened safety for plant personnel by swiftly implementing countermeasures for two Priority 1 risks, including static bonding and grounding for bulk unloading andpneumatic transferring, and instituting inspection PMs and testing for electric rub block safety devices. - Attained a +75% reduction in control downtime, equivalent to a 1.5% increase in reliability, by strategicallyfilling a critical unfilled tech position and enhancing the training program with software simulations. - Transformed an understaffed controls engineering team into a highly efficient "two-man army". Decreasedcontrols-related downtime from over 2% to just 0.5% and effectively improved overall equipment reliabilitv. • Implemented Continuous Improvement (CI) strategies and revamped Key Performance Indicators (KPIs) toenhance equipment reliabilitv/availabilitand improve CAPEX execution.

Othello, Wa

Served as a vital member of the Plant Leadership Team and as the department head of Engineering/Maintenance of 90+ individuals (directly managed a Maintenance Manager, Reliability Engineer, Environmental Engineer, Controls Engineer, and Engineering Admin). Managed a substantial overhead budget of $10M+ annually and a CAPEX budget ranging from $7M to 10M+ annually, ensuring effective allocation of resources to drive operational excellence and strategic initiatives within the organization. Responsible for indirects portion of the P&L for the Plant, reporting directly to the plant manager with a dotted line to theDirector of Engineering.Key Achievements: - Saved $837K+ spending through a comprehensive overhaul of the Maintenance Overhead Budget, which included implementing spending allocations based on historical data, rigorous expenditure tracking, andtransitioning to proactive maintenance strategies. •Transitioned three hourly technicians into full supervisory roles for electrical, mechanical, and B&Rmaintenance, resulting in 100% retention within each sub-department and improved performance overall. • Implemented a $1.5M+ project from inception to completion, upgrading the starch recovery system withadvanced automation controls to optimize efficiency and achieve a 30.5-million-gallon annual water savings. • Surpassed water savings sustainability goals, boosted corporate starch business margins, and realized a 30%increase in starch recovery, equivalent to $65K+.- Realized a +2% decrease in maintenance-related downtime by implementing a revamped maintenance program, leading to $2M+ in savings and exceeding the plant target by $500K+-Revamped maintenance procedures by implementing area and unit operation ownership for technicians, introducing KPI tracking and corrective actions, and investing in certifications to foster a culture of asset care.

Surtevant, Wi

Led a team of 46 individuals, including 3 team leads, and took ownership of production for four out of the six lines in Liquids Manufacturing at the flagship Wadale facility. Drove lean manufacturing and autonomous maintenance methodologies to enhance efficiency and productivity while owning the cost per case, yield, and direct labor portion of the P&L for The Windex and Drano brands. Reported to the Liquids Manufacturing Plant Manager.Key Achievements: • Enhanced production efficiency and line reliability by conducting a collaborative speed study across three shifts to optimize the run rate for 32oz gel SKUs, addressing issues stemming from a procurement-led bottleshape and supplier change, resulting in an +8.477% throughput gain and a +93.3% reduction in minor stops. • Implemented program change post-procurement box supplier change, allowing cases to continue indexing and be corrected off-line, resulting in a 64% reduction in minor stops, elimination of ergonomic risks, and enhancement of throughput and OEE.

Omaha Ne

Served as Assistant Project Manager on a $150M expansion project at the flagship Russellville Arkansas Facility. I directed over 90+ contractors daily and enforced remedial actions for degraded process piping, including new piping, daily welding inspections, and orbital welding to ensure quality and mitigate food safety risks, resulting in $100k contractor savings.

Waterloo, Iowa Area

Served as the Plant Focused Improvement Pillar lead driving Cost Savings Initiatives through operational efficiency measures and collaborative problem-solving. Served as Engineering Project Manager under mentorship of Plant Engineering ManagerKey Achievements in Plant Focused Improvement Pillar Lead (Yield Work Stream):• Drove a $600k or .6% yield loss reduction (FY12-6.0% to FY13-5.4%) • Drove a 60% reduction in minor stops resulting in a 2% OEE improvement for product line S2 through the DMS Process.• Led Pudding Over-fill Reduction initiative, $220k+ in annual savings, FY13P1• Coordinated/Led Yield Separations Project (product reclaim) with 4 process technicians, $84k in annualized savings, FY13P6-• Packaging yield loss reduction, $35k in annualized savings through AMD process, FY13P8-• S1A2 Case- packer AMD Team Captain (FY13): Led team through step 1 while achieving a 50% reduction in Minor Stops and a 25% reduction in yield loss Key Achievements in Engineering Project Manager Role (Construction Administrator/Project Leader)• S2 Line Office ($110k)-Construction of office w/adjacent conference room• S2 Dust Collector Isolation and Quench($84k)-Dust explosion mitigation in accordance with NFPA guidelines• Construction Administrator-Flooring Upgrades (CIP rooms/Milk Alcove)• S2- 3rd Floor Lighting Upgrades (LEDs)-CCR and sustainability

Bachelor'S Degree, Electrical Engineering

Activities and Societies: Scholarships -George Washington Carver 4 Year Full Tuition Scholarship recipient-2006-2010; Engineering.

Spanish Language Career Professional Major, Spanish Language And Literature

Spanish Language Study Abroad, Spanish Language And Literature

Iowa State Valencia Summer Abroad May through July 2010. Completed a Spanish History/Culture Independent Study, Bio-Renewable Association.

Honors And Ap Programs, College Prepatory