Responsible for a global team of over 200 manufacturing, supply chain, continuous improvement, and software professionals supporting the company’s manufacturing and supply chain operations. Operations included large-scale manufacturing in North America, Italy, the Netherlands, Austria, Australia, and Japan with technical and support offices in the US, Spain, and Switzerland. The team is responsible for designing and implementing an optimized global manufacturing and supply chain network, all global manufacturing processes and software, launching new products, and driving the overall continuous improvement strategy.• Led the analysis and global expansion plan of the company’s manufacturing footprint to include new facilities in the southwest US, Midlands UK, as well as exploring options for low-cost country sourcing in Mexico and Eastern Europe. Strategy was developed, presented, and approved by the C-suite and implementation has begun in the US. Project will yield shipping reductions of over $2M annually, while enabling growth with short one-day shipping lead times for the populous centers in the western region. • Led implementation of a $20M printing press and post-processing fleet modernization. Project launched in July and 12 new state-of-the-art digital presses were operational to service the holiday high season with no service interruptions. The project improved capacity and quality and will achieve $8M savings annually.• Championed and executed a complete realignment of the 200+ person organization in the first 90 days. The main priority on joining the company was to improve the effectiveness and speed of the team in executing against key business strategies. This has proven very effective already in the area of new product launches. • Developed the sustainable continuous improvement strategy across the company’s global operations. The program is led by the manufacturing technology team and is an ongoing process for measurement and accountability.

Performance Sports Group LTD. (NYSE: PSG) (TSX: PSG) is a leading developer and manufacturer of ice hockey, roller hockey, lacrosse, baseball, and softball sports equipment, as well as related apparel and soccer apparel. Its products are marketed under the BAUER, MISSION, MAVERIK, CASCADE, INARIA, COMBAT, and EASTON brand names.Responsible for all manufacturing and sourcing activity for all brands worldwide, including five facilities in the US and Canada as well as a number of large-scale exclusive manufacturing partners in China, Thailand, Vietnam, and other Asian countries. Was recruited into the company to lead an enterprise-wide Lean transformation to build organizational capability to drive cost and cash flow improvement and to create a quick-turn, short lead time model supporting a new go-to-market growth strategy.• Led Lean transformations with four large manufacturing partners in Asia. Focus was on cost and lead time improvements for hockey sticks, baseball bats, hockey skates, and hockey/baseball helmets. After the first six months, lead times were reduced on helmets and hockey sticks from 75-90 days to 60 days, and an action plan was created to achieve 30-day lead times by the end of 2016. In addition, gained agreement on over $2M of cost savings based on the Lean improvement activity.• Used Lean planning and flow methodology to drive over 50% ($1.5M+) raw material inventory reduction at the Cascade custom lacrosse helmet factory in Liverpool, NY. This facility ships a fully customized lacrosse helmet in 48 hours.• Led practical problem-solving process at the Toronto custom uniform and apparel facility. In 2015, the facility struggled to achieve better than 70% customer on-time delivery for custom embellished/decorated hockey and soccer uniforms. Effort improved on-time delivery to over 95%.

Avery Dennison Corporation (NYSE: AVY) is a Fortune 500® company with sales of $6.1B from continuing operations in 2013. It is a global leader in labeling and packaging materials and solutions with operations in more than 50 countries and 26,000 employees worldwide. Recruited from the Office Products Division and relocated cross country to assume general management responsibilities for the growing, $1.6B Retail Branding and Information Solutions Division. Responsible for the full P&L of Avery Dennison RBIS Americas apparel trim and packaging business including direct-line responsibility for manufacturing operations, supply chain and the factory sales organizations throughout the region. Managed 12 facilities and 2,000 employees in the US, Mexico, the Caribbean, Central and South America for this $190M region.• Drove significant turnaround in the Central American business including the development of a strong leadership team. Dramatically improved customer service, speed and quality to key apparel manufacturing customers. Since 2009 sales have grown 100% with a corresponding 1400 basis improvement in EBIT.• Led top and bottom line growth in the South American business. Highlights include the development of key manufacturing partnerships in Brazil resulting in an expanded product line offering for the market. Diversified product line captured key business with global brands such as Nike and Adidas including the Nike business for the 2014 World Cup Soccer. Brazil sales have grown 20% with a corresponding improvement in the bottom line.• Achieved significant sales growth with key performance factories by implementing a Factory Global Account Management process, that focused accountability on sales executives for the biggest share gain opportunities by customer and segment.• Due to career record of results and potential, selected as one of 25 Avery executives to attend individualized Executive Leadership Development program with Bates Communications.

Responsible for all operations and supply chain functions for the $1.2B, 2,500 employee global office products business with locations in the US, Mexico, South America, Europe and Australia. Accountable for the management of manufacturing, distribution, procurement, quality and continuous improvement Lean Six Sigma functions.• Instrumental in introducing the principles of lean manufacturing and six sigma, leading to breakthroughs in the operations ability to quickly service a complex set of finished good SKU’s while driving costs and inventories down each year.• Managed the Tijuana, Mexico manufacturing plant, named one of the 10 best plants in North America by IndustryWeek magazine in 2010. The plant operated with 98 percent “first-pass” yield of products, achieved nearly $6M in documented improvement projects in 2009, and gained a total of 310,000 square feet over the last five years through Enterprise Lean Sigma initiatives.• The Office Products division received many external customer recognition awards for excellence in Supply Chain. Led the organization in developing an industry leading practice of customer collaboration. Utilized Lean principles and a formal methodology to systematically drive cost, inventory and availability improvements in the value chain. This work was recently chronicled in the 2010 novel “The New Supply Chain Agenda”, by Slone, Dittman and Mentzner.

Responsible for all operations and supply chain functions for the $900M North American office products business. Included four scale manufacturing sites, three distribution centers and 1,800 employees in the United States and Mexico. Accountable for line management of manufacturing, distribution, procurement, quality and continuous improvement Lean Six Sigma.• Executed the co-location of a Fontana, CA distribution center into the Tijuana, Mexico manufacturing facility. The team recaptured 250K square feet in Tijuana through Lean efforts allowing the closure of the Fontana site. This effort netted $3.5M of annualized cost savings.• Launched a Staples Supply Chain Collaboration project to drive joint savings and efficiencies in the collective supply chains. In the first year over $1M of joint saving was achieved and shared between companies. • Received two 2008 Avery Dennison Corporate Leadership awards for excellence in Organizational Development and Enterprise Lean Sigma.

Director of Operations, Printable Media Group, Binders And O & P - (2005-2007)Director of Operations, Binders and O & P - (2004-2005)Accountable for the manufacturing and supply of $750M of the Office Products portfolio including the Labels, Printer Paper, Binder and O&P product lines. Direct responsibility for two US manufacturing sites and two distribution centers, product manufacturing in two Mexican sites and contract manufacturing operations in the US and Asia. Provided the key strategic link between the Sales and Marketing efforts and Supply Chain to drive the businesses forward profitably. • Led the Chicopee site to recognition as the Lean benchmark site for all of Avery Dennison. The plant won the Corporate Leadership Award in 2005 for the “Most Effective Operation” for outstanding results in all metric areas including a 42% productivity improvement in labor, 31% reduction in inventory, and 20% reduction in floor space. • Established a full-service Distribution operation in our Meridian, MS manufacturing facility. Effort took one day of lead time and inventory out of the value chain, reduced floor space by 300K square feet and netted $4M of cost savings. • Responsible for coordinating the Back-to-School (BTS) season execution plan. The 2005 and 2006 BTS seasons achieved stellar outcomes in meeting or exceeding goals in customer service, costs, and inventory.• Championed a division-wide effort as part of the Lean transformation to migrate the production planning and scheduling processes from Push to Pull. The process served as a foundational element in the division’s ability to reduce inventory while driving dramatic customer delivery performance.

Led staff of three engineering technology managers, two Master Black Belts, and a Division Continuous Improvement Leader. This role was charged with leading the integration of Lean Manufacturing into a current Six Sigma initiative to create a more holistic continuous improvement effort across Office Products NA. • Created and led a cross-functional Lean steering team including a division-wide training and experiential learning program for all levels of the organization with an initial focus on the supply chain and plant leadership. • Oversaw the launch of a Lean transformation effort at each manufacturing and distribution site. The sites initial focus was on the development of Lean basics including Kaizen, standard work, line balancing, flow and managing for daily improvement. • The success of this initiative was the model and “seed” for Avery Dennison Corporation Enterprise Lean Sigma launch.

Technology Manager, Binders - (2000-2002)Engineering Manager, Chicopee Plant (1998-2000)Responsible for developing and leading the technology and manufacturing strategy for the $300M binder business division; including capacity and automation strategies, material savings and new product initiatives.

Area Process Manager – Pulp Mill (1996 – 1997)Area Process Manager – Power and Utilities Department (1995 – 1996)Senior Design Engineer – Power and Utilities Maintenance (1994 – 1995)Design Engineer – Equipment Reliability (1993 – 1994)Senior Project Engineer – Plant Engineering (1992 – 1993) Project Engineer – Plant/Maintenance Engineering (1991 – 1992)