John W. Peoples, MBA

Houston, Texas 248-***-**** ad481x@r.postjobfree.com

Strategic Leader in the Development & Transformation of World-Class Supply Chain Organizations Transformational Leader successful in the design and scalability of robust supply chain infrastructures across diverse industries and markets for multibillion-dollar organizations. Strategic thinker and master change maker with a passion for developing and building talented teams and driving lean process improvements to optimize performance. LEADERSHIP STRENGTHS

Transformational Leadership • Strategic Planning • Organizational Development • Six Sigma Methodologies Talent Acquisition • Succession Planning • Change Management • Lean Manufacturing • Process Automation Multisite Supply Chain Management • Regulatory Compliance • KPIs/Performance/P&L Management Union & Nonunion Relations • Employee Engagement • New Product Development • Logistics Management Continuous Process Improvement • Behavior-based Safety Management • Startup Operations • Quality Control LEADERSHIP HIGHLIGHTS

DOMINOS, Orlando, Florida & Houston, Texas 2016 – Present Fortune 500 multinational food service chain with $4.3B in annual revenue Director, Supply Chain Operations, Houston (2020 – Present) Entrusted to lead the greenfield startup of new automated supply chain center in Houston, a 65,000sf facility while directing the largest supply chain center in Dallas. Successfully opened the facility on time and within budget.

Oversaw the planning, construction, layout, and ground-up construction of this $30M center.

Sourced, recruited and trained seven managers and 130 associates and infused Dominos corporate culture.

Led the seamless transition of 364 stores from Dallas to Houston center operations.

Initiated weekly financial reviews with managers, identified gaps and developed plans of action.

Instituted a rewards and recognition program that boosted productivity and safety performance.

Guided center to attain “Best Production Throughput” (out of 4 centers) in its first year of operation.

Achieved “Best Controlled Spend” (out of 26 centers) and exceeded EBITA targets in 2022 & 2023 Director, Supply Chain Operations, Dallas (2019 – 2020) Promoted to direct the company’s largest supply chain center in Dallas comprised of 130,000sf, two production lines and 230 associates servicing 720 stores and 41 franchisees in Texas, Oklahoma, and Louisiana. Held P&L and strategic leadership for a $15M budget, staff training and development, employee engagement, process improvement, technology implementation, customer service, safety management, production and sanitation, warehousing and service delivery. Concurrently engaged in the planning and layout of a 65,000sf facility in Houston.

Championed the development of a new safety team and first response team and created/instituted protocols and procedures during the Covid pandemic.

Navigated the complexities of product delivery during the pandemic and optimized route scheduling that reduced costs while adding a 20% increase in volume.

Selected as the largest facility for the rollout of DoughBot, an automated dough handling system.

Achieved “Best in Class” safety record in the region—420 days without an OSHA recordable incident. Director, Supply Chain Operations, Orlando (2016 – 2019) Challenged to provide transformational leadership to a production and distribution operation supporting 55 franchise operators and 350 domestic retail stores throughout South Florida, The Caribbean and South America. Accepted P&L accountability and operational leadership for seven managers, 130 associates, 50 drivers, all training and development, employee engagement, strategic and tactical planning, process improvement, customer service, budgeting, cost containment, quality control and safety performance. John W. Peoples, MBA Page Two

LEADERSHIP HIGHLIGHTS (Continued)

Evaluated performance and initiated townhalls, individualized training and a versatility matrix to identify proficiency gaps, increase employee engagement and boost retention. Reduced premium labor by 25%.

Initiated the center’s first recognition and rewards program for hourly associates that significantly increased morale and fostered cooperation among associates.

Introduced a series of leadership development programs to build leaders and promote succession planning.

Delivered YOY reductions in the OSHA safety recordable rate. Positioned facility as the most improved facility across all facilities in 2017 and won the National Injury Free Safety Recognition Award.

Developed food safety best practices and guided center through its first-ever HACCP certification.

Led restructuring of service deliveries in Florida that improved service delivery and customer satisfaction.

Crafted comprehensive multiyear business plan that aligned with corporate goals and objectives.

Increased delivery accuracy rate to exceed target levels across the Florida service area.

Repositioned center to exceed YOY EBITA targets while delivering a 3% OPEX savings.

Transformed center to win the “Agility Award” for best delivery and service costs across supply chain centers. THE COCA-COLA COMPANY, Cincinnati, Ohio 2010 – 2016 Fortune 100 manufacturer of nonalcoholic beverages with $43B in annual revenue Operational Excellence Leader Production Manager Handpicked by North American Vice President to drive operational efficiencies within one of Coca-Cola’s largest high- speed, high-volume bottling plants located in Cincinnati. Concurrently charged with driving companywide continuous process improvements. Accepted leadership for 100+ manufacturing associates and multiple team supervisors across a three-shift operation. Developed business plan and department budgets, managed labor, and material costs, monitored inventory and oversaw production, quality, and safety programs.

Developed/deployed a behavioral-based safety program that lowered OSHA recordable injuries by 45%.

Utilized Six Sigma and lean tools to streamline equipment changeovers on two production lines that reduced costs $43K while improving runtime 2.5 hours weekly.

Instituted Total Productive Maintenance program that increased equipment reliability and uptime.

Increased production throughput levels that saved $165K+ in labor costs.

Championed Monthly Recognition Program that boosted staff morale and a University Talent Program that increased diversity talent pipeline.

Partnered in developing a standard organization structure for 82 plants throughout North America. HALLIBURTON ENERGY SERVICES, Houston, Texas 2009 – 2010 Fortune 500 oilfield services company with $24B in annual revenue Group Production Manager

Retained to lead a lean supply chain manufacturing transformation within downhole equipment and wireline product service lines. Assumed leadership for a multidisciplinary team of 20+ engineers and technicians, training and development, R&D, process improvement, inventory management and supplier relations.

Realigned workshop layout, initiated self-directed teams and implemented SAP for inventory reconciliation.

Introduced a series of lean, Kanban and 5S projects that added $18M in annual revenue, reduced work-in process by 35% and increased inventory accuracy by 10%.

Promoted several high-potential employees for key roles within the organization. John W. Peoples, MBA Page Three

LEADERSHIP HIGHLIGHTS (Continued)

FORD MOTOR COMPANY, Dearborn, Michigan 1999 – 2008 Fortune 100 multinational automobile manufacturer with $158B in annual revenue Manufacturing Superintendent (2006 – 2008)

Elevated to restore relationships with the union, reduce grievances, improve safety, and increase performance. Accepted leadership for four supervisors, 60+ manufacturing associates, recruitment and training, performance management, safety, quality control, regulatory compliance, preventive maintenance, union relations, production management and continuous process improvement.

Initiated a new culture of cooperation and inclusion that boosted employee morale and eliminated a confrontational environment with national and local UAW unions.

Restored relationships with union leaders and worked together to identify opportunities to improve safety, reduce grievances and improve performance.

Introduced a series of ergonomic projects that lowered worker injuries 60% within the first year.

Led pilot to introduce robotic equipment that streamlined operations and increased profitability $500K. Advisor, Manufacturing Production (2005 – 2006)

Promoted to identify opportunities to maximize productivity and throughput across three production lines. Determined production benchmarks and identified opportunities to optimize manufacturing efficiencies.

Secured management buy-in to upgrade measurement tools to properly identify process improvements.

Lowered stamping error rate by 50% while reducing scrap and boosting productivity levels. Quality Supervisor (2003 – 2005)

Advanced to lead a team of 20+ quality inspectors within the stamping and framing manufacturing zone. Oversaw root cause analysis, audits, inspections, ISO compliance and statistical process control. Served as key member of companywide Six Sigma project team.

Collaborated with design engineers on a fit and finish enhancement project that improved performance metrics by 90% and reduced defective material by 30%.

Achieved first-ever ISO regulatory compliance for the plant. Production Supervisor (1999 – 2003)

Recruited from Florida A&M to supervise a team of 80 production associates within the final assembly zone and to improve productivity and equipment uptime. Responsible for training, safety, quality, and performance.

Cultivated and built trust among the production associates and initiated a comprehensive retraining effort.

Instituted error proofing equipment and identified opportunities that reduced operator error rate by 70%.

Piloted a scrap recycling program that reduced waste and rework and generated YOY savings of $20K. Program was adopted and implemented in other zones.

EDUCATION, CERTIFICATIONS & PROFESSIONAL DEVELOPMENT MBA, Management, University of Phoenix, Houston, Texas BS, Economics, Florida A&M University, Tallahassee, Florida Supply Chain Leadership Excellence Program

Georgia Institute of Technology The Coca-Cola Company Finding Your Forte Purpose Driven Leadership: Executive Coaching Six Sigma Greenbelt Certification

Lean Manufacturing • Total Productive Maintenance • Statistical Process Control • Quality Management Safety Management • Kaizen • 5S • Continuous Process Improvement • Union & Nonunion Relations

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