Leader of Americas region with full P&L responsibility. Keyline is an integrated security solutions provider manufacturing automotive, business, and home security product portfolio. • Drove top line results of 10% year over year sales growth and margin increases by 7% year over year.• Using top grading techniques top graded Keyline USA talent adding deep experience in distributor relations, product management, finance, and promoting customer operations expertise.• Improved working capital: reduced accounts receivable by 43% by increasing resources in collections, expended accounts payable by 10% through renegotiated purchasing agreements and resource efforts, and reduced inventory by 15% due to inside sales efforts.• Increased distribution base by 8% and increased YOY sales to existing distribution partners by 17%. through developing buyback programs, rebate incentives, and loyalty programs to incentivize growth.• Design and implemented a procurement program which resulted in 4% net cost out on raw material purchases and increased payable timeframes.• Increased throughput in non-warranty repair, using lean manufacturing techniques and realigning resources increased non-warranty repair sales by 220%.• Launched 2 new products, portable key cutting machine and an auto programming device• Developed blue tooth enabled locking technology for the trailer and RV market space. Utilizing quick launch techniques reduced time to market by 45%.• Expanded consumable product by promoting the JET product line and developing both an OEM and distribution customer base.• Implemented a new CRM system to better track integrated customer interactions (customer service, marketing, sales, and technical support.)• Implemented artificial intelligence for use in technical and customer support, reducing inbound calls by 22% for both customer support as well as technical support.

Held P&L responsibility and managed Operations, Engineering, Quality, Maintenance, Safety, and Supply chain. Led 3 plants, 12 direct reports.• Launched a brown field construction of new mixing facility using fully integrated and automated (lights out) mixing, wet and dry adds, flammable material adds, and vacuum systems, integrated through multiple PLC’s directly into the ERP and Quality system (providing Manufacturing 4.0 approach). This resulted in the reduction of scrap, headcount and operating time. This also resulted in the improvement of inventory accuracy and stepped improvement in process control. • Developed a multi-year ops strategy that doubled EBITDA in the third year by empowering teams, enhancing the Operations leadership team with Fortune 500 talent, upgrading Netsuite / Oracle ERP system, establishing process engineering, safety engineering, and procurement functions.• Managed operations and supply chain activities. Established department KPIs to identify departmental performance and achieve aggressive goals.• Managed the Commercialization process with partners from Product Development and Quality, successfully launched 40 new products.• Improved Cash Conversion through reduction in inventory and increasing creditor days. This was done through the creation of a Sales and Operations Planning process improvements made to the make to stock model supporting construction markets.• Established cost out pipeline for process engineering, sourcing, indirect sourcing and logistics achieved YOY cost savings on raw materials, logistics, and process engineering.• Developed and implemented an Environmental Health and Safety compliance program. Passed an OSHA audit in 2022. • Improved profitability through customer portfolio margin review and rationalization as well as business simplification (divestiture of lower margin businesses).• Worked with local government to increase facility capital investment.

Held P&L responsibility managing Operations, Engineering, Quality, Maintenance, Safety, Continuous Improvement, and Supply Chain. Led 2 plants, 12 direct reports. • Restructured the quality function between existing facility in OH and an acquisition in WI, combining 2 quality certifications and increasing supplier ratings with LAM Engineering and Micron (semiconductor).• Restructured procurement function (consolidated) which created 4% YOY cost out in 2017/2018 and improved supplier OTD 8%, reduced headcount 25% of combined purchasing departments.• Created continuous improvement function, mentored 3 six sigma black belt projects and trained 14 team leads on lean projects. Held kaizen events improving throughput 5% and increasing labor efficiency.7%.• Developed a culture of safety and won 2018 Mentor safety awards for longest time without an accident.• Developed quick sales response: Implementing on-line configurator for custom configured product with 2x quicker response to sales from 2016 baseline.• Developed Sales & Operations Planning (S&OP) which reduced lead time by 47%. Aligned staffing with sales and adjusted WIP levels to shorten lead time and increase throughput. Implemented a WIP Kanban system and changed manufacturing model to assemble to order, reducing lead times from 3 weeks to 1.7 weeks, and increasing plant throughput 18%. Supported 17% YOY sales growth in the Ohio facility.• Member of acquisition team, vetted companies, performed due diligence, selected acquisition and integrated company including people, processes, and systems.

Global indirect procurement lead for MRO (Maintenance, Repair, Other) expenses. Managed $290 million in spend across 380 sites. Led 4 direct reports and dotted line team of 16 globally. • Negotiated corporate MRO contracts with key suppliers (Industrial distribution, bearings and power transmission, electronics, safety products, and outsourced maintenance.) Consistently achieved greater than 4% cost out, 95%+ on time delivery, and <20 PPM quality performance across indirect suppliers.• Implemented 10 sites of outsourced maintenance in North America, reducing headcount by 220, reducing $8M in cost, and reducing downtime 10%.• Implemented minority sourcing program, awarding $25M to minority owned companies while maintaining cost out goals and service goals.

Multisite Supply Chain Manager and Manufacturing Manager for Cleveland, Juarez, Mexico, and Shanghai, China. Led 10 direct reports and a total staff of 185 associates. Responsible for supply chain and operations functions in $45M business unit focused on oil /gas exploration and mining OEM equipment globally. • Used lean manufacturing methodology (value stream mapping and standard work implementation) to reduced quote to order (custom made product) cycle time by 55%. This increased throughput and revenue in this segment by $5.5M annually utilizing existing resources. • Led operations through elimination of $3.8M in past due orders through Lean Manufacturing and supply chain initiatives within 8-month period utilizing Value Stream Mapping, Standard Work, adding additional sources of supply, contract manufacturing to increase machining capacity, and Lean Conversion Tools for assembly areas.• Achieved >5% cost out, increased Supplier OTD from 82% to 98%, reduced Supplier PPM to <400, reduced total divisional inventory from 121 days to 73 days (on 80-day cycle time), and improved customer delivery from 71% to 91%.• Developed a pipeline of $3M in cost savings. Achieved this through mentoring green belt practitioners, training and implementing lean techniques (SMED and TPM), and value stream mapping.• Developed Purchasing and Inventory Control Supervisor who was promoted to Supply Chain Manager.

Multisite purchasing manager for Mentor and Painesville, OH locations. Led 3 direct reports and a total staff of 10 associates. Managed forward buying, physical and financial hedges for divisional platinum, nickel, cobalt, electric and natural gas spend.• Developed buyer to become Purchasing Manager at New England facility.• Achieved cost out goal of $2.1M on $72M material spend.

Held dual role P&L responsibility for operations including labor efficiency, machine up-time, scrap, Kaizen process improvement projects for one manufacturing site. Simultaneously, managed supply chain for two sites including customer satisfaction, inventory, material cost, procurement strategies, logistics, plant scheduling, and supplier quality. Led a staff of 5 direct reports and a total staff of 53. Managed union contract through closure / plant consolidation process.• Implemented ERP custom solution to an AS/400 platform on time and on budget, a 4-month project.• Developed printed circuit board, PCB, strategy increasing supplier on time delivery 22%, reduced inventory 23%, and decreased piece cost 35% for low volume custom products.• Member of plant closure team; transitioned 7 production lines to 3 different manufacturing sites on time and on budget. Cleveland locations closed in 2010.

ESCO TURBINE TECHNOLOGY (sold to CPP in 2012), Purchasing Manager 4/2006 to 2/2008CORPORATE UNITED GPO, Manager of Strategic Sourcing 11/2005 to 3/2006HI-LITE INTERNATIONAL, INC. (closed in 2011), Category Manager 6/2003 to 10/2005KNORR BREMSE (formerly Honeywell), Category Buyer & Transition Leader 11/1999 to 5/2003BEARING DISTRIBUTORS, INC., Logistics Analyst 3/1996 to 11/1999