-Overall responsibility for providing strategic and operational leadership across +10 inland procurement sites, +5 export sites, 2 JV export sites, a whole owned stevedoring company, and tank terminal.-Leverages facility and management capabilities to maximize performance of +500 colleagues-Manage group & location P&L -Deliver results through collaboration with logistics, procurement, supply chain, and technology teams -Develop and fulfill cost management goals-Contribute as a key member of operations leadership to drive accelerated innovation and change-Act as the spokesperson for the group-Report to leadership results and highlights of the group-Provide inspired leadership in the group-Develop and implement operational policies and strategy plan-Contribute to development of culture and vision for the group-Recruit and retain top talent-Assure that legal and regulatory documents are filed and monitor compliance-Oversee the day to day operations of group-Work closely with HR developing overall plan for the group-Build partnerships with other organizations (contractors)-Maintain high social responsibility through volunteer efforts-Champion company initiatives and goals-Collaborate with EMEA and SA teams to generate ideas and share knowledge between all sites-Developing leaders to expand their opportunities both inside and outside the company-Continuous learning of lean manufacturing through on job and class room training

-Lead vision, strategy and execution for all facets of 24/7/365 operations throughout the Central Gulf Region with accountability for the performance of +400 employees working at 5 export elevators, 2 JV export elevators in PNW, and a whole owned stevedoring company. Overall, exercising responsibility for facilities loading +20mil tons of grains & grain by-products annually.-Responsible for annual capital budget of minimum $10mil-Facilitate the flow of key information and communications with executive and legal teams in relation to lease negotiations, contracts, and litigation.-Collaborate with executive and commercial group to meet and surpass daily and annual performance targets relating to quality, tonnage, safety, ROIC, budget control.Rebuilt one entire ship dock and a third of another totaling over $100mil in project cost. Both projects finishing on time and budget.-Initiated and completed the off-site storage and cataloging of all critical spare parts in center gulf-Enviromentally mindful to reduce waste and met goals for 15% waste reduction at two center gulf locations.-Enacting a structural rebuild plan at all facilities. Where plan will evaluate facilities on a 5year interval. Plan will bring out next sets of repairs required along with budget.-Developing reviews of hourly overtime to look at ways to reduce while still maintain production and quality individuals-Lead team through COVID-19 Pandemic following all CDC requirements/recommendations and never slowed operations

-Responsible for daily operations of 4 export elevators, 2 floating elevators, & a whole owned stevedoring company. -Accountable for the Operations, Staffing, R&M, HSE, CAPEX, Automation, and Budgets-Coached to success group of inexperienced plant superintendents-Safe guard health & welfare of 400 employees-Led strategy to improve procurement group in Center Gulf to be the leader in 1ADM/JDE over an 8th month time frame.-Facilitated group to design projects or find cost saving for $1mil in run rate savings.

-Lead a 3 person team managing the 24/7/365 operations of a 110 employee facility with a mix of union employees and contract labor, loading 7.5mil tons of product each year.-Scheduled a two-week turnaround each year requiring minimum 10 contract companies with 120 employees to complete all capital projects and required annual maintenance-Maintained accountability for all hiring, performance management, and disciplinary measure for all plant workers.-Negotiated collective bargain (Union) contracts.-Led capital projects encompassing multiple initiatives with budgets less than $1mil-Successfully inacted a PM program on continuous barge unloader that reduced major breakdowns. This program included automatic greasing and minimum 4 hours of downtime for inspections weekly.-Began program to test the quality of conveyor belting from manufacturer versus another side by side to quantify value in conveyor belts purchase