Leading and supporting Performance Excellence implementation projects with multi-industry manufacturing clients across the US and abroad. High Performance Management (HPM) workstream lead. 2018/2019 - led Performance Management improvement projects (3) in the aerospace, defense contracting, and sheet metal fabrication industries. Functional areas - Operations, Engineering, Procurement, Production Planning, Quality, Senior Leadership Teams, and PMO. 2017 - led an Australian continuous improvement team through an Operations Excellence project in the mining industry. Functional areas: Operations, Maintenance, Leadership & Management, Cost Excellence. Project delivered $4.5M AUD in savings

Led Operations Excellence work (33 weeks) for a multi-site flexible packaging manufacturing company. Partnered with 5 cross-functional work stream teams (16 team members) to deliver improvements to planning and scheduling, production optimization, maintenance downtime, process controls/product quality, and overall labor efficiency across 2 plants. - Delivered $2.7MM in annualized labor variance and material variance savings (Lean Manufacturing techniques and Management Operating System (MOS)). - Increased operating efficiency of manufacturing line (9 slitter machines, 27 operators) by 18%.

Led and supported Operations Excellence implementations (both Analysis and Delivery) with combined consultant/client teams ranging from 8 to 12 team members. Served as Evolve’s Subject Matter Expert (SME) for two functional sectors – Cost Excellence and Plant Readiness, Commissioning, and Start Up (RCSU), developing implementation methodology and collateral. Supported business development opportunities across the firm. ACHIEVEMENTS: ➢ Led a Cost Management implementation for a Canadian Oil Sands client’s maintenance operations - delivered a 28% budget compliance improvement and 98.5% reduction in annual Accrual variance. ➢ Led an organizational merger and process improvement project for Canadian energy client, combining their on-site Maintenance and MOC Construction teams into a single streamlined unit. Reduced contractor costs by 46%; decreased project turnover deficiency/defect rate by 32% ➢ Developed a client's Operations Excellence "Cost Excellence" implementation methodology for SAGD operations➢ Conducted the T-12 month Operational Readiness Assessment of a client's $3B Sunrise SAGD project - developed gap closure action plans for Maintenance and Production ➢ Trained a Fortune 300 client’s Operations Excellence teams in Lean Manufacturing and Change Management ➢ Managed a maintenance improvement project that developed weekly planning and scheduling process, a custom Excel-based scheduling system solution, implemented Work Order Life Cycle improvements, and installed a Reliability Bad Actors process. Increased pipefitter productivity by 50% and reduced Daily Break In % from 35% to 12%. ➢ Led a Capex Cost Management implementation project for a Fortune 5 client’s Unconventional Upstream (Shale Gas) business unit to reduce Well Development costs.➢ Led three separate scopes of work (Production Capacity Modeling, Carrier Performance Excellence, and Service Level Agreements) for a Fortune 5 client’s Lubricants manufacturing business.

Founded start-up company and successfully led retail gameroom furniture business through concept phase (2005), start up (2006), maturation and growth phases (opened 2nd location 2009). Grew operating revenues 32% from 2006 - 2010.

Managed and supported operational improvement implementation scopes of work (both Analysis & Delivery) across North America for six different clients in the O&G, chemicals, retail, and manufacturing industries. ACHIEVEMENTS: ➢ Managed successful international maintenance improvement project for Fortune 10 client’s North American gas processing plants (3 locations, 12 team members) that delivered $6.5 million in cost reductions. Enhanced existing Statistical Process Control and Business Performance Management Systems for multiple locations. ➢ Led analysis work for major telecom client that delivered a re-engineered handset returns process for retail locations, reducing handset return cycle time while providing $2.1million in annualized revenue opportunities. ➢ Led 14 month project for chemical manufacturer’s Sales, Marketing, & Customer Service operations (5 locations, 9 project team members) focused on SKU rationalization, customer segmentation, pricing, Salesforce Effectiveness, and Customer Relationship Management (CRM). Project delivered a 30% reduction in customer service labor costs.➢ Implemented a Performance Management System for a Fortune 100’s bio-pharma manufacturing business unit’s HESS and QA groups as part of a $60 million facility-wide production improvement initiative. ➢ Completed Six Sigma Green Belt (2004) and Black Belt (2005) Training Certifications

Coordinated operational aspects of the development and nationwide rollout of the Motorola HDT500 wireless data device and accompanying Dynamic Mobile Data software dispatching system. $70 million project (largest IT initiative in the 50+ year history of the Airborne Express) promoted operational efficiency through the introduction of wireless technology to 20,000 product users at 450 locations across the United States.

Charter member of Airborne Express’ Lean deployment team into the seven-state Region 4 (Midwest) area. Developed and rolled out continuous improvement methodologies focused on operational efficiency improvements to Airborne’s cartage, sort, and ramp operations. Achievements:➢ Designed and managed comprehensive six-month operational improvement project at the Lisle, IL cartage facility resulting in 9.2% driver efficiency improvement ➢ Enabled savings of $432,000 (exceeding goal of 6% operational cost reduction) while simultaneously facilitating first-year revenue increases of $339,040 at Waukegan, IL cartage facility➢ Developed and delivered Lean training to operations managers, supervisors, and drivers at 4 different operations centers➢ Coached and provided change management support to operations leadership teams

Managed both the 65 person outbound and 30 person inbound cartage operations at the downtown Chicago cartage facility (Local #705 Teamsters Truckers Union). Conducted driver training, operations planning & scheduling, daily problem management, continuous process improvement/route analysis, corporate standards compliance, customer relations and account management. Achievements:Facilitated revenue increases of $312,000 annually through redesign of facility's freight reweigh system. Improved Quality of Service performance rating from 93.6 to 95.4 through enhanced driver training, daily management reviews, and KPI reporting.

Strike Force Air Defense Artillery Platoon Leader - 3/502nd Infantry Division, Fort Campbell, KY.Managed daily operations of an Air Defense Artillery platoon (101st Airborne Division) consisting of 8 Stinger/Avenger anti-aircraft missile systems, 19 personnel, 11 vehicles, and associated weaponry and equipment valued at $9.2 million. Responsible for the training and operational deployment of a unit designed to respond to any worldwide conflict in 18 hours or less. Served as Air Defense Liaison officer for the 3/502nd Infantry Battalion. Planned, coordinated, and managed all air defense operations for the integrated Air Assault unit consisting of over 550 personnel.