• Manage and lead group of 8 direct reports and 130 indirect reports. • Led Ecolab at Elk Grove Village to become the 1st Ecolab plant in North America to achieve TPM Bronze status.• Led Ecolab at Elk Grove Village to be recognized as plant of the year in 2019

• Managed and led team of 2 direct and 3 indirect employees.• Supported Supply Chain Service goals by actively working with our contract manufacturing vendors to improve service, resulting in a 72% reduction in late deliveries and a 38% reduction in stock outages. • Implemented ABC classification and period of supply days which decreased lines received by 30%.• Collaborated with RD&E to approve alternate vendor for $23k in direct savings. Also partnered with recycler for a rate increase on scrap credit resulting in $44k in annual savings.• Lead transition to a new 3rd party warehouse for dish machine storage, resulting in $344k in cost avoidance.• Supported Supply Chain savings goal by leading our FI Pillar to complete 4 breakout projects in 2018. • Supported Ecolab at Elk Grove Village to be awarded plant of the year in 2018 through my contributions leading teams in purchasing, planning and our Focused Improvement pillar.

• Managed and led team of 1 direct report. • Supported Service goals by working with our contract manufacturing vendors to improve inbound service levels to the plant through implementing vendor scorecards and vendor managed inventory. • Supported the procurement savings goal by achieving savings through an RFQ and package type optimizations. Also reduced tanker truck demurrage and waste removal fees.

• Managed non-conforming material and determined rework plans for 4 departments. • Managed introduction of tech transfers to the plant. • Used loss analysis to reduce batch adjustments and bad batches. • Completed internal and supplier ISO audits.

• Managed and led a group of 13 union employees in daily operations; accountable for meeting all safety, quality and shipping/receiving objectives while working with manufacturing to support them with inventory needs. • Implemented safety and quality improvements in the warehouse through monthly team problem-solving meetings. • Created and updated SOP’s. • Developed documented training process to ensure consistent and effective training across all shifts for new hire warehouseman. Also created matrix to help track training verification.• Implemented process change from unloading totes in batches and staging in warehouse to production unloading as needed. This resulted in a labor cost savings of $5,550 per year, a warehouse pallet space required savings of $4032 per year and a70% reduction in distance traveled by liquids FTO’s. Also eliminated a safety risk of stacking empty totes 5 high.

• Managed and led a group of 12 union employees; worked closely with planning to execute the MPS and was given autonomy to modify the plan as production and inventory needs changed. • Worked with CATSWeb and the CAPA process to improve procedures and prevent quality issues. • Managed all of the departments work requests and PM’s. • Lead LSS Green Belt Project to reduce down time related to batches held up by poor hot box management. Reduced non-value added clerical time to complete the hot box requirements list by 95%.

Grado Department of Industrial and Systems Engineering, Internship as a Research Assistant.Performed research on travel demand management factors and the social impacts congestion charging can have on residents using System Dynamics simulation for a project funded by the NSF.