I direct manufacturing at two plants – one in Baltimore, the other in Chicago – for the world's premier building materials and solutions organization, which employs 75K people in 80 countries. The plants I oversee produce Ground Granulated Blast Furnace Slag Direct products. My achievements include the following: • Successfully oversee manufacturing from procurement through production while managing costs, maintenance, quality, and customer service.• Mastered new skills by accepting a lateral challenge from Logistics to this senior operations management role.• Continue to direct 800K tons of production while stewarding a $50M budget and coaching 25 staff at Plant One. • Excel in leading 15 direct reports while managing 500K tons production and $20M in spending at Plant Two. • Navigated dozens of priorities and challenges to streamline operations and slash costs at both plants by $0.25 per ton.• Rolled out a preventative maintenance program that slashed Mean Time Between Failure to 250 hours.• Drove up net availability 10+% while driving unprecedented production levels at both locations.• Spearheaded installation of 29 foot girth gear and alignment

The biggest challenge in this role was facilitating the Holcim and Lafarge merger, which created LafargeHolcim: a company with a market value exceeding $50 billion between April 7th 2014 and July 2015. (This was the second largest merger worldwide in 2014.) But my contributions didn’t end with the merger. I also created and launched a transportation operations group structure while leading 110 employees and managing $450+M in spending. As President of Cement Transportation Logistics, the company owned trucking fleet, I directed 40+ employees assigned to move 30M tons consisting for 50+ products by road, inland river, lake, and ocean with zero lost time incidents. Key improvements I initiated include the following: • Lowered headcount while integrating marine and road groups into a highly effective team. • Saved a projected $35M in rate costs over six years, while negotiating contract extensions. Subsequently lowered $40+M post-merger spending by negotiating optimal terms, identifying supply patterns, and designing solutions. • Designed a highly innovative strategic vision to enhance safety in marine and road transport. • Slashed loss time injury frequency from 18.4 to 8.6 within two years by rolling out specialized In-vehicle monitoring and vendor safety compliance training.• Cut fixed costs from 82% to 13% within two years – $24M in year one – by changing methodology for aggregate shipping on waterways.

I pursued 100% customer satisfaction while coaching 38 employees and managing the logistics organization. My responsibilities included directing a $350M spend while transporting 10M tons across the U.S. Additional contributions included the following: • Built a brand new logistics organization for the new entity as a key contributor the successful merger. • As a logistics expert played a key part in adhering to FTC requirements for contracts and moving construction materials.• Demonstrated versatility and leadership prowess by adapting to rapidly changing responsibilities when merger of two global companies was announced. • Teamed up with decision-makers in Sales to enhance customer service

It was my job to manage a 200+ carrier portfolio, move 8+M tons of freight coast-to-coast, and coach 25 staff. I also stewarded a $200M budget while standardizing Requests for Proposal processes and contract terminology in addition to prioritizing safety. Some achievements: • Revamped organizational structure by putting all transportation functions into one group.• Defined a one of a kind matrix to streamline contract approvals and document award decision-making. • Generated $1M savings annually by implementing a Transportation Management System.• Transitioned the organization to a state of the art third party safety management system.

In this capacity, I managed all business and contract operations for the company’s marine division. I took charge of he entire process of writing contracts and introduced novel methods at all stages of contract oversight from negotiation to management. This included re-designing and standardizing contracts. I also created a barge supply plan to open the biggest cement plant in the world in 2009. My key contributions included the following: • Excelled as a change manager by achieving ~$54 million savings while lowering demurrage fees by $7.5+M per year. • Successfully created a new industry standard by proactively specifying terms for demurrage in company contracts rather than following the previously unchallenged practice of accepting agreements offered by the service providers. • Shortened timelines by building Towworks central barge database with internal and external communication tools.