Vice President of North America Operations & Supply Chain Corporate Vice President for North America Operations with factories in California, Florida, New Hampshire, Ohio, Pennsylvania, South Dakota, Utah, and Tecate Mexico. *Integral part of the executive leadership team and partner to the CEO, responsible for strategy development and tactical execution. *Full P&L responsibility for eight (8) locations, covering Operations, site general management/performance, Engineering, Test, Quality Assurance, Facilities, EH&S, Supply Chain, and Program Security.

Lead some of the division’s largest business transformation projects in Transfer of Work and New Product Introduction across multiple global locations. Manage portions of supply chain critical to maintaining and increasing plant/program productivity and schedule. Partner with Human Resources, EH&S leadership, Quality, Engineering and Operations to ensure cross functional success in meeting business and customer expectations.• Pitching site lead for $261M in sales $41M EBIT factory Transfer of Work into three global catching sites resulting in $10.7M L&B savings. Business grew 7% during this transfer.• Managed the remediation planning, decommission, dilapidation, site cleanup and sale of active RCRA site ($17.9M budget) completing 2 months ahead of schedule and under budget. • Managed NPI program for new Smoke Detector platform with production at facilities in the United States and China, contributing $24.3M in sales volume. Passed all program tollgates 1 month ahead of schedule and $125K under budget. • Managed NPI phase in/out for 110 SKU’s consuming $3.5M in End of Life components and mitigating an additional $1.1M in orphaned material risk.• Managed multiple business transformation projects and rooftop consolidations, including real estate negotiations and construction/expansion programs.

Led the largest U.S plant in the Building & Industrial Systems business unit with annual revenue in excess of $260 million. Produced high technology commercial fire, signaling and healthcare systems with a team of over 400 direct, non-union and indirect employees. Responsible for the entire site management team inclusive of finance, quality, manufacturing engineering, test engineering, facilities maintenance, material procurement/sourcing, operations, EHS and HR in support of corporate goals and objectives. My role provides strategic vision, leadership, guidance and functional support for the Pittsfield site to achieve all customer service targets and business objectives while demanding a safe work environment for all employees and contractors. • Maintain ISO 9001:2008 certification and additional certification and compliance with 17 international agencies. • Execute financial plan to revenue and forecast while reducing Cost of Poor Quality to .5% of sales. o Done through utilization of lean tools and principle with completion of multiple projects and deployment of new standard work. Heavy emphasis on first pass yield improvement.• Managed the execution of shared Kaizen and value stream mapping (VSM) events as a primary driver to achieve cost savings >1M per year and 65% foot print reduction for low/mid volume cells, opening an aggregate footprint equal to 33% of the facility. o Space savings attained through use of 3P events (Production Preparation Process) to remove excess material from the work environment, vertically integrate into centralized stock room and use a plan for every part (PFEP) to ensure material availability so the impacted cell could meet daily output expectations. • Lead the site in total commitment to EHS while maintaining 0.0 lost day incident rate (LDIR) and maintained a total recordable incident rate (TRIR) of <.25

Oversee manufacturing operation generating $245 million in revenue, including strategic planning and tactical execution of company goals and objectives managing a workforce of 380 employees. Develop, document and deploy process and systems within an ISO, UL, FDA and Country specific regulatory compliant environment. Recommend, define and manage Transfers of Work and New Product Introductions with capital spend in excess of $3 million per project. • Lead the operational launch of several new product introductions including fully automated manufacturing systems, achieving savings of over $500K per year in labor. • Create department level metrics to measure, monitor, control and report performance to established targets, manufacturing over 6000 finish good SKU’s.• Achieved Zero Lost Day Incident Rate (LDIR) with over 5.5M hours worked and .27 Total Recordable Incident Rate (TRIR) with 599 days between incidents. • Managed waste elimination by leading and supporting Kaizen and value stream mapping (VSM) to deliver >$1.0M in cost savings per year and COPQ of <.65% • Increased labor productivity to an average of 107% (as measured by plan/actual vs. standard) and decreased plant overtime by 53% year over year. • Increased plant Customer on Time Delivery (COTD) from 89% to 94.7% while continuing to reduce WIP inventory by $1.5M. • Created an open/engaged environment that recognizes and promotes the growth of individual contributors. • Received 2013 Maine Governor’s Award for Environmental Excellence.

Manage >400 employees responsible for material procurement, engineering, supervision and manufacturing of high end electronics with >$250 million in revenues. Additional responsibilities include forecasting, definition and establishment of cell production rates, production scheduling and budget planning across departments and division. Actively drive, participate and support Environmental Health and Safety initiative and ISO 9001-2000 quality programs. • Manage resources and budget allocation, reduced staffing levels by 15% over a 4 year period through implementation of Lean methodology increasing labor productivity. • Achieved reduction in cell footprints opening up 14,000 sq. feet of manufacturing space thru Kaizen and Lean manufacturing to enable transfer of work to Pittsfield. • Decreased shop operations lead time from 5 days to 3 days thru proactive supply chain, workforce management and implementation of lean methodology.• Created Standard Work, implemented cell specific Tier boards inclusive of plan versus actual monitoring to drive accountability and visual management. • Lead and support all Plant EHS activity to Zero days of lost time over a 5 year period and a TRIR <.80%. Pushing/facilitating OSHA VPP certification. • Launched 5S program/Policy that vastly improved the facility presentation and Employee morale.