Todd Boyd Email & Phone Number

CORPORATE PROFILE: TRG Supplements, a Wholesale Nutritional Supplement Manufacturing Partner RESPONSIBILITY PROFILE: • Founded and developed TRG Supplements, a wholesale nutritional supplement manufacturing company, from the ground up.• Oversaw all aspects of business development, including product formulation, manufacturing processes, and operational infrastructure.• Built a fully operational company by establishing strategic partnerships with suppliers, distributors, and vendors in the health and wellness industry.• Directed the launch of new, high-quality product lines to meet growing market demand, focusing on innovation and compliance with industry standards.• Spearheaded the implementation of effective supply chain, logistics, and quality control processes to ensure efficient and reliable production.• Developed and executed business strategies for growth, profitability, and market expansion, leveraging deep operational leadership experience.• Cultivated strong relationships with clients and stakeholders, ensuring exceptional customer satisfaction and long-term partnerships.• Led the company to become a trusted partner in the nutritional supplement space, focusing on delivering premium products at scale.

CORPORATE PROFILE: Owned by ZBeeco, a $32M manufacturer with 65 employees, Bridgeview specializes in certified organic skin/hair care products with clean ingredients. RESPONSIBILITY PROFILE: In this role, I report to the CEO with an $18M OPEX and 65 employees with nine direct. I am responsible for building strategies to create sustainable growth, including staff, equipment, space, materials, procedures, and policy implementations. I instituted a strategy that revised SOPs and trained staff/new hires on increasing departmental strength and collaboration between units. We developed metrics, monitored KPIs, released underperformers, and adjusted resources as needed. These efforts strengthened employee morale, reduced churn, elevated efficiencies 20%, lowered waste 80%, increased production 30%, and grew revenue 15%, delivering a scalable predictable revenue-generating operation.ACHIEVED IN THIS ROLEMULTI-SITE OPERATIONAL IMPROVEMENT• Growth required scaling, and the Board had purchased a building to be converted into a manufacturing plant. I personally, designed the space with AutoCAD, recruited contractors, and obtained necessary permits/licenses. I negotiated equipment pricing/worked with an electrical engineer on the buildout over five months. The new facility produced results in the first year at 300% productivity improvement, and reduced costs by 15%, which exceeded expectations and catalyzed investor interest.ERP IMPLEMENTATION• A superior ERP solution was needed to scale in the wake of restructuring. The CEO called upon me to identify and implement a solution. Over the first few months, I researched three industry-leading solutions recommended in the FDA manufacturing space, then interviewed and selected two independent custom developers. I also delivered training to the team and built correlated SOPs and Best Practices. The new solution has increased efficiency by 15%, reduced resource requirements, and lowered lead time from 12 weeks to eight weeks.

ACHIEVEMENTS CONTINUEDSUPPLY CHAIN / LOGISTICS• Production required scaling to meet increased demand. I determined to optimize the supply chain, prevent business disruption, and increase capacity. I hired and trained new staff, reassigned schedules, and established 24/7 dropship assembly lines as required, then worked with sales leaders to negotiate material trading with other customers to source the remaining products and built a new forecasting tool for purchasing raw materials. We were able to successfully complete 100K+ orders in ten days while maintaining production capacity for other products.REGULATORY COMPLIANCE• Prior to being hired, the Board attempted to purchase a new facility, but regulatory issues arose. I met with regulatory authorities who initially denied licensure and collaborated on a go-forward plan that guaranteed adherence to QA and licensing. I secured community buy-in, personally participated in walk-throughs with inspectors, and adjusted continuously to improve throughout execution. As a result, the company is now in the process of obtaining FDA Certified Organic and OTC Licensure (expected May 2023 and January 2024, respectively).NEW MARKET PENETRATION• The company needed adequate branding to build a customer base for new market entries. The CEO charged me to lead the effort without disrupting existing production. I planned the strategy and, over the following six months, secured a location, lease, equipment, components, and hired/trained staff. We then created manufacturing SOPs to eliminate unnecessary costs and worked with sales teams to maximize customer engagement. Within four months, a sales trajectory was established, and the product is currently generating up to $5M YoY with 30 white-label customers.

Stamford, Ct, Us

CORPORATE PROFILE: Dynegy is a $4B energy company with 1,000 employees that divested its Roseton division to Castleton Commodities International in 2013. RESPONSIBILITY PROFILE: In my last role with Dynegy, I reported to the Plant Manager with a $25M OPEX and 30 employees with six direct. I was in charge of safety and compliance, analyzing generation and performance data, coordinating production activities with material availability, marketing/economic opportunities, and power transmission distribution, and possessed full authority on production tasks.ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATION / COST REDUCTION / SYSTEM INTEGRATION• As select plant infrastructure became obsolete, improvement options directly from the 3rd party manufacturer of the system proved dismal. I investigated and built a plan, working with technicians to integrate acoustic monitoring signals into already existing equipment. We retrained staff and established a 24hr control room and monitoring system for early leak detection. This reduced forced shutdowns by 30%, increased reliability from 86% to 97%, and prevented $3M+ in loss on infrastructure enhancements.COST REDUCTIONS / OPERATIONAL OPTIMIZATION / ANALYTICS / TECHNOLOGY INTEGRATION• For 30+ years, a power plant servicing 1M homes and businesses suffered from inconsistent start-up issues, which cost millions in lost opportunities and repairs. I resolved to intervene, and over six weeks, I created a committee, documented all data, revised a start-up plan, retrained staff, and monitored performance. I then navigated change resistance and built a digital interface to see real-time data, which was a company first. This reduced start-up times from 12 to ten hours, reduced MCF by 40%, and saved $5M in the first year; the company now has an instilled culture of KPI tracking.

Stamford, Ct, Us

ACHIEVEMENTS CONTINUEDCRISIS MANAGEMENT• The Plant Manager charged me to devise a solution in the wake of a strike that drastically reduced staff capable of plant operations. Over the strike’s four weeks, I delivered training for new roles, evangelized safety, and crafted a new operating system with minimal resources. I also ensured regulatory compliance and a balance of attention between striking employees and staff still working. The plant maintained operations without disruption, and revised SOPs and responsibility reallocations increased efficiencies.COVID-19 LEADERSHIP• The complications realized by COVID-19 required reduced staff and enhanced safety measures. The Plant Manager called upon me to formulate a plan to maintain operations. I formed a safety committee to create safety measures, which required temperature checks and proper COVID checks for all employees and contractors. We also provided staff with test kits, PPE, and other equipment to uphold a safe environment. The plant was able to run at full capacity with reduced staff for four months and with very few cases of COVID-19 among staff.PRODUCT / SERVICE OPTIMIZATION• During government-mandated shutdown maintenance periods, the Union challenged me to shift more work required to in-house staff rather than outsourced contractors. I analyzed outage maintenance tasks, identified priorities, divided tasks and outlined work procedures, administered training, and followed up on performance. I also adjusted SOPs and Best Practices as needed and gained Union buy-in. By the end of the year, all staff was trained to execute these tasks, and this reduced long-term outage times by 20% and costs by 15%.

Stamford, Ct, Us

RESPONSIBILITY PROFILE: As Chief Control Operator, I reported to the department Head with seven employees and two direct reports. My duties included all plant start-up and shutdown activities, all power generation equipment and operators, and all performance and equipment testing. I performed lock out/tag out on electrical, mechanical, and thermal systems and communicated with NY Independent System Operator and Transmission Owner/Operator on various matters.

Stamford, Ct, Us

RESPONSIBILITY PROFILE: When I started for Dynegy, I reported to the Chief Control Operator and was responsible for operating equipment in the control room and power plant. I also maintained desired megawatt load, applied knowledge of equipment design/use to resolve problems in real-time, and completed all on-site training, including CPR, First Aid, Confined Space, Confined Space Rescue, and Advanced Operating.ACHIEVED IN THIS ROLECULTURAL TRANSFORMATION• A culture shift was required to enhance safety practices. I spearheaded efforts to initiate this transformation by working with the Safety Committee to institute check sheets, improve ergonomics, and implement a safety rewards program. I devised more effective training models and safety reviews, promoted healthier employee lifestyles, and collaboratively solved minor safety decisions. Six years later, the plant has experienced zero lost time accidents, and safety practices are now SOPs. As a result, I was promoted to Chair of the Safety Committee.

Bachelor Of Applied Science (B.A.Sc.), Energy Management

Associate'S Of Science, Construction Management