• Lead behavioral-based safety culture of 700+ hourly and over 60+ Salaried team members.• Accountable for a CAPEX budget of $17mm.• Recruit, build, and develop high-level management teams with a safety-first, quality-focused, people-always mindset.• Oversee 10 facilities across the East Coast with an annual EBITDA of $78.2mm and annual sales over $400mm.• Provide leadership and coordination between customer-facing teams and plant operations teams.• Work with plant teams to develop budgets in line with YOY growth and productivity focusing on a continuous improvement mindset.• Lead facility turnaround improve customer satisfaction, operational readiness, and financial performance. Put together the right teams, leadership guidance, and focusing on the metrics that mattered most. Resulting in an EBITDA increase YOY of $5mm and $17mm in additional sales revenue.

Cultivated a safety culture leading to 0 recordable injuries since taking over the plant.• Full P&L Responsibility for $12mm EBITDA facility.• Sales growth from $22mm to $60mm in 2 years by reducing cost, creating a customer-centric mindset, and increasing productivity allowing ourcommercial team to bring in new business.• Built a culture of leadership that focuses on coaching, mentoring, andtrust resulting in 0 turnover for 2.5 years.• Provides strategic oversight to plant operations.• Focused on continuous improvement that includes the fundamentals oflean manufacturing and reducing waste.• Data-driven decision maker who analyzes KPI's to help driveimprovement.• Lead long-term planning goals and provide the vision for staff to developclear and strategic roadmaps to success.

• Responsible for the development of 4 salaried supervisor direct reports as well as 100+ hourly associates.• Spent 9 months covering as Blow Maintenance Manager developing the maintenance department while looking for a Maintenance Manager.• Increased PMs, and training for new hires improved MOEE 11%.• Worked closely with Corp Engineering support on 10+ projects.• Initiated multiple Capital projects at $2MM+ in 2017 for blow moldingdepartment based on data analysis and formal problem-solving.• Ran to completion startups for new products as well as new tooling on5+ projects.• Drove EBITDA improvement of $4MM through increased efficiencies andstrategic planning.• Drove cost Ops improvement of $3.4MM YOY 2016-2017.• Utilize and train supervisors on Kaizen events resulting in reduction ofwaste material by 50%.• Spearheaded projects to reduce scrap rates by 2.4% in Blow Moldingand 1.5% in Injection in 6 months. August 2014 - June 2016

• Carried out cost effective warehousing solutions to support and drive performance• Implemented new production policies to accurately capture and detail struggling areas to identify rooms for improvement.• Increased plant MOEE 20% by introducing new scheduling and production procedures.• Reduced scrap to under 3% in first 30 days.• Ensure the integrity of production, packaging, and distribution operations while maintaining productivity levels and equipment efficiency by reducing cost in a multi shift environment.• Implemented new training and documentation to promote previously missing accountability.• Successfully maintained customer complaints at 0 in time at location.• Played the key role of initiating daily meetings and building a stable foundation of trust and excellence with the customer that was previously unseen.• Developed plant SOP's and trained staff on meeting objectives.• Executed MOEE projects to increase YOY MOEE up to 43% in 2015.• Led plant to win GBEV Plant of the Year award for 2015.

• Responsible for all manufacturing operations, including the safety, production, quality, and financial performance of the shift.• Drove safety process to create safety culture aimed at providing a clean/safe workplace to ensure employee safety.• Plans overall shift operations for best possible utilization of equipment and personnel with the objective ofattaining optimum operating efficiencies.• Foster and operate in a continuous improvement environment.• Ensures that the necessary plant Standard Operating Procedures (SOP's) are developed and that productionemployees have been trained to meets plant operations objectives.• Responsible for 14 Injection and 4 blow molding lines and 20 employees.• Excellent problem solving and interpersonal skills required to effectively interface with operators, maintenance and engineers.• Proven record of moving to struggling shifts with 70% ETB and restored to 104% Effectiveness to Budget• Helped lead plants to 0 recordable safety incidents on my shift in 2013 and 2014.