Provide site leadership for a craft cidery consisting of Fermentation, Packaging, Quality, and Logistics. Accountable for all aspects of operational performance to include Safety, People, Quality, Cost, and Efficiency. Responsible for twenty-three hourly Team Members. Provide coaching, mentoring, and leadership to four department managers and three salaried technicians. Responsible for gross margin performance budget of $5.8M for Austin Eastciders and an annual departmental operating budget in excess of $400 thousand. Business Development lead for all Co-Manufacturing activities. Responsible for all procurement activities and 3PL associated with Packaging and Raw Materials.• Exceeded Gross Margin performance for 2019 by 2.5%• Achieved a labor cost per case of $1.47 for 2018 beating target of $1.93• Developed Sanitation PM Master Plan for entire Cidery to be Tour Ready at all times• Developed Maintenance PM Master Plan for entire Cidery to continuosly improve machine performance• Transferred ownership of all customer logistics outside Texas from distributors to Austin Eastciders• Developed Tier-Based Pay program for hourly team members to create skill-based incentives and pay ranges• Created Throughput Capacity Model for Austin Eastciders to predict future staffing and equipment needs• Created Production Scheduling and Days of Supply Planning Processes to mitigate risk of retailer out of stocks• Achieved World Class Order Fill Rate of 99.65% in 2018 and 99.5% in 2019• Developed Packaging Materials and Raw Materials Forecasting models to maintain supply and safety stock • Developed and installed Distributor Shipping Weeks Calendar to provide predictability on shipping dates• Planned, Scheduled, and Managed a $1M Capital Project to replace the Paktech applicator and Switchback Cartoner

Provide site leadership for a craft cidery consisting of Fermentation, Packaging, Quality, and Logistics. Accountable for all aspects of operational performance to include Safety, People, Quality, Cost, and Efficiency. Responsible for twenty-three hourly Team Members. Provide coaching, mentoring, and leadership to four department managers and three salaried technicians. Responsible for gross margin performance budget of $5.8M for Austin Eastciders and an annual departmental operating budget in excess of $400 thousand.• Exceeded Gross Margin performance for 2019 by 2.5%• Achieved a labor cost per case of $1.47 for 2018 beating target of $1.93• Developed Sanitation PM Master Plan for entire Cidery to be Tour Ready at all times• Transferred ownership of all customer logistics outside Texas from distributors to Austin Eastciders• Developed Tier-Based Pay program for hourly team members to create skill-based incentives and pay ranges• Created Throughput Capacity Model for Austin Eastciders to predict future staffing and equipment needs• Created Production Scheduling and Days of Supply Planning Processes to mitigate risk of retailer out of stocks• Achieved World Class Order Fill Rate of 99.65% in 2018 and 99.5% in 2019• Developed Packaging Materials Forecast model to maintain material supply and safety stock • Developed and installed Distributor Shipping Weeks Calendar to provide predictability on shipping dates• Led Business Development initiative for proprietary Sugar Brew base social media marketing• Developed Contract Manufacturing business for Austin Eastciders

Provide business unit leadership for two beverage can lines, PET line, and Blow Molding line. Accountable for all aspects of departmental performance to include Safety, Quality, Cost, and Efficiency. Responsible for seventy-eight hourly Production Operators and Leads. Provide coaching, mentoring, and leadership to four salaried Supervisors. Responsible for an annual departmental operating budget in excess of $4 million.• Entrenched structured communication at the front line level with pre-shift meetings and daily operations huddles while establishing daily focus meetings for all operations – Safety, People, Quality, Service, Cost• Developed PM Master Plan for all Production Lines to engage Operator involvement in Total Productive Maintenance (TPM) to include mechanical inspections, lubrication, and sanitation• Developed Escalation Notification process and rated speed visual controls to drive Operator focus on efficiency which raised performance 10% with zero investment on the Bottle Line• Remodeled meeting spaces for Production Line Associates for Pre-Shift Huddles and workspaces for Leads• Purchased, installed, and trained front line leaders on the use of the Solve By Sundown and Huddle Boards to drive performance visibility and improvement on the front line• Drove changeover performance improvements on the Bottle Line to reduce changeover times from 3 to 2 hours• Drove changeover performance improvements on the Blow Mold Line to reduce changeover times from 5-6 hours and significant return to normal time to 2 hours with minimal return to normal time• Created Gantt Chart to drive labor productivity with sanitation and painting activities during sanitation and maintenance shutdowns on the production lines• Analyzed Production Department ergonomic risks and prioritized purchase and installation of antifatigue mats at all operator stations

Provide business unit leadership for a 12oz and large container Bottle Line, Keg Line and Packaging Maintenance operation. Accountable for all aspects of departmental performance to include Safety, Quality, Cost, and Efficiency. Responsible for forty-eight hourly union Packaging Operators and Leads. Provide coaching, mentoring, and leadership to two salaried Packaging Supervisors. Member of the Brewery Leadership Team. • Developed preventive maintenance job plans to perform running inspections of safety interlocks on Packaging equipment, Tax and Trade Bureau compliance, and sanitation master plans• Planned and executed a capital project to upgrade hot melt glue delivery systems that greatly mitigated safety and reliability risk while reducing costs on packaging consumables• Developed the plan, provided justification, and provided technical support for a $1.3M capital project to elevate the reliability of the Bottling Line• Entrenched structured communication for pre-shift meetings, Packaging Efficiency Improvement, and Packaging Quality Improvement• Increased the Packaging Quality Score from 96.1% in 2012 to 97.1% in 2013 with zero investment and continuous visibility of quality performance• Planned for the recruiting, on-boarding, and training of a 3rd Shift of Packaging Operators

Responsible for the asset management and efficiency of a continuous 12oz Bottle Line, Keg Line, 12oz Can Line, and 24oz Can Line. Direct supervision of an Asset Care Planner and indirect supervision of mechanics and electricians assigned to Packaging Lines. Supervise the execution and performance efficiency of weekly preventive maintenance periods as well as the utilization of additional staffing to complete weekly preventive maintenance during runtime. Coordinate machine availability improvements and root cause analysis with line staff.• Performed SMED process to reduce Package Changeover downtime including checklist/procedure audits, visual control installation, and point of use supply 5S 12oz Bottle Line• Managed the return of mothballed equipment to inherent reliability in preparation for drop pack production; increased MA from 65% to 95% in 3 months with minimal investment• Performed audit of CBM route/tasks to identify gaps as part of failure analysis process• Entrenched volunteer 5S Projects on the Keg Line including toolbox 5S, Racker Point of Use, and Keg Capper Ergonomic Improvement• Initiated creation of first Racker Level 2 LOTO Procedure for the Keg Line• Assumed the responsibility for the installation of upgraded air panels for the Keg Line Racker

Responsible for the supervision of nine operators and a facility valued in excess of $5 million. Coordinated the maintenance, purchasing, and transportation required to produce and ship in excess of 300,000 gallons of ethanol on a monthly basis. Responsible for the data collection and analysis of liquid volumes received from bulk tankers and recycling operations to manage production scheduling. Forecast shipments of ethanol on a weekly and monthly basis and the production of ethanol and storage requirements on a daily basis.• Managed the department towards the two highest monthly ethanol shipment volumes in the history of the company – 469,000 and 417,000 gallons without further capital investment• Scheduled the highest daily ethanol production volume in the history of the company at over 25,000 gallons• Streamlined and consolidated the receiving documentation process to eliminate backlog and errors.

Assistant Chief of Staff, Deputy G4 Logistics (Captain) US Army; Fort Sill, OK 05/04 – 09/05Plan and supervise all logistic support operations for 19 organizations. Administer, monitor, and adjust a fiscal budget in excess of $57M. Monitor and track maintenance status of 4,155 equipment pieces worth over $820M. Manage two dining facilities which prepare over 4,500 daily meals. Supervise 3 warrant officers, 9 technicians, and 7 civilians. Maintenance Officer (1st Lieutenant) US Army; Fort Campbell, KY 10/02 – 01/04Directed maintenance support for 30 customer organizations’ weapon systems, communications, electronics, and mechanized vehicles. Prioritized, scheduled, and coordinated the workflow for four shops with 53 mechanics with varied trade skills. Supervised three warrant officer technicians and a maintenance control technician. Managed weapon systems temporary loans with a net worth of $3M. Infantry Platoon Leader, (1st Lieutenant) US Army, Fort Campbell, KY 08/01 – 07/02Led, trained, and supervised 39 infantry soldiers in conducting security operations worldwide. Planned, executed, and evaluated occupational training to achieve performance objectives, standards, and goals. Maintained accountability of equipment valued in excess of $165,000.