Career Summary

A confident and enthusiastic manufacturing professional who has a broad

range of executive and plant leadership experience with a track record of

building high-performing teams that consistently deliver measurable

results. Expertise in manufacturing, customer service, new product

commercialization, supply chain optimization, human resources, safety,

quality, financial analysis and budgeting. Additional skills in strategic

planning, sales and marketing, legal compliance and acquisitions.

Areas of Expertise

Performance, Profitability, Zero Injury Safety Quality Culture

and Cost Improvement Culture (OSHA, VPP, (AIB, GMP, RCCA,)

DuPont STOP)

Development and coaching of Modern Manufacturing Reliability-Centered

high performing teams Methods and 24x7 Maintenance

Operation

Manufacturing Excellence Human Resource LEAN / Six Sigma / 5S

and Turn-Around Management / Analytic

Troubleshooting

New Product Launch and Process and Supply Supplier Quality

Commercialization Chain Improvement Improvement

Professional Experience

Graham Packaging Company Inc. (Berkeley, MO) April 2006 -

Present

The largest blow molding company in the world, manufacturing a wide variety

of products for the household chemical, automotive, food and beverage and

personal care market. My primary customers include P&G, Henkel, Colgate,

Sun, Exxon Mobil, Clorox, Valvoline and others.

Regional Manufacturing Manager / Plant Manager

Responsible for all Manufacturing, Human Resource, Customer Service,

Distribution, Safety and Quality activities at a plant with an annual

budget in excess of $20.0 MM. As Regional Mgr., was responsible for

coordinating commercial activities with two major customers and four

manufacturing facilities in the US with combined annual sales of $95.0 MM

and a workforce of over 300.

. Improved the financial performance for a network of four manufacturing

facilities from an annual unfavorable manufacturing variance performance

of $2.1 MM in 2007 to favorable annual manufacturing variances of $1.1 MM

in 2008 and $2.1MM in 2009.

. Negotiated two new five year labor agreements with the IAM, which

included provision for and ultimate conversion to a 7 day / 24 hour

operation that reduced cost by over $350,000 annually and improved

customer service.

. Led the manufacturing team through a year-long conversion to Ultra

Concentrate bottles that exceeded all customer expectations for quality

and delivery by successfully commissioning eleven new mold sets with a

value exceeding $3.0MM across a network of three plants.

. Built and led a leadership team that restored broken labor / management

relations and resulted in a high performing team, which has demonstrated

continued achievement of financial goals and objectives.

. Implemented multiple world class safety initiatives that were embraced by

the BU and resulted in a first time zero recordable incident record for

one year.

. Initiated, led and participated in multiple Lean Initiatives including

SMED, 5S, TPM and TQM that resulted in improved productivity of $422,587.

. Consistently maintained on-time / complete / defect rates for all

customers in excess of 98.5%.

Alcoa / Reynolds Food Packaging (Visalia, CA) September 2004-

April 2006. A division of a fortune 100 company manufacturing a broad line

of consumer food packaging products including PET clamshells for

agricultural fruit, berry and deli baked goods packaging.

Operations Manager

The Visalia, California Operation was the largest of the Reynolds Food

Packaging facilities, manufacturing thermoformed and labeled containers for

the agriculture and bakery market segments with annual sales of over

$50.0MM. This position had responsibility for Manufacturing, Customer

Service, Distribution, Environmental, Health and Safety, Human Resources

and Quality.

. Established a front-end Sales and Operations Business Planning process

that reduced finished goods inventory by 9%, while improving customer

service by 3 % points.

. Implemented a plan to restructure a secondary operation into a stand-

alone facility that improved material flow and resulted in 90% greater

efficiency, saving over $750.0 M in the 2005.

. Identified a competitive situation then led an initiative to reduce

product gauge/weight on Berry Containers, which matched competitive

product characteristics and yielded $1.0 MM in annual raw material

savings.

. Initiated the first complete TPM/PM initiative for the facility that

improved both reliably and efficiency on targeted equipment in 2006.

Third Millennium Industries (Springfield, MO) September 2002 -

September 2004

A venture capital funded Start-up Company in the durable goods industry.

Vice President of Operations

Third Millennium Industries acquired three privately held companies and

successfully completed a reverse merger into a vertically integrated public

company. One of four founding partners with an equity position.

Responsibilities include overall operations and strategic planning.

. Conducted due diligence and negotiated the acquisition of the platform

manufacturing company including terms of the stock purchase agreement,

employment contracts and incentive agreements.

. Functioned as the CFO and Controller during the company's crucial start-

up phase. Responsible for coordinating all audit activity and the

creation of all pro formas, financial and SEC statements.

. Created and delivered presentations to New York City financial firms,

which were instrumental in securing commitments to raise $10.0 MM in

equity required to execute the business plan.

Mullinix Packages (Fort Wayne, IN) September 2000 -

September 2002

A privately held manufacturer of custom thermoformed containers

Vice President of Operations

Mullinix had sales of $42.0 MM and employment of 350. The facility

operated a variety of extrusion and thermoforming equipment 24/7. This

position had full responsibility for manufacturing, maintenance, quality,

safety and human resource.

. Collaborated with other officers, to create a business plan that was

instrumental in securing a $24.0 MM financing package to expand

operations.

. Led the operations group through the installation, start-up and

commercialization of two new high volume production lines, which

increased company sales by over 50%.

. Improved strained relations with the company's single largest customer by

leading efforts to redefine ordering and scheduling business processes,

while doubling productivity in key work centers to meet previously unmet

demand.

Fabri-Kal Corporation (Hazleton, PA and Kalamazoo, MI) July 1997 -

September 2000

North America's sixth largest manufacturer of thermoformed containers.

Vice President of Manufacturing August 1999 - September 2000

Fabri-Kal had sales of $140.0 MM and over 750 employees. As Vice President

of Manufacturing, reported to the President and COO, with full

responsibility for all manufacturing and distribution activities in three

manufacturing facilities and five distribution centers.

. Collaborated with other Executive Team members on the formulation of a

successful strategy that improved ROS by 70% in one year, making it the

most profitable year in the company's history.

. Assisted the corporate sales team in securing a new $13 MM per year three-

year sales contract, then led the manufacturing team through the single

largest expansion in the company's history by co-leading the installation

new equipment and the expansion of facilities to manufacture and

ultimately ship product one month ahead of schedule

Plant Manager July 1997 - August 1999

. Built a new management team that met all costs and efficiency goals

during the first year in this position.

. Achieved AIB excellent rating for the first time in the history of the

company.

. Expanded PET cup manufacturing by installing two new in-line

thermoforming lines.

Sweetheart Cup Company (Springfield, MO) November 1991

- July 1997

The nation's leading manufacturer of disposable food service items.

Managed a facility of 1.2 million square feet under roof and over 1,000

employees with an annual budget in excess of $100 MM. This position had

complete responsibility for planning, purchasing, production, maintenance,

quality, safety and human resources.

Plant Manager August 1995 - July 1997

. Conceived and implemented a plan to reengineer the manufacturing

operations. This resulted in being the first of the four large

manufacturing facilities designated as a Class "A" MRP II facility by

demonstrating 95%+ conformance to production plan, production schedule,

supplier delivery, BOM accuracy and on time / complete shipping

performance

. Achieved the lowest paper and plastic waste of the four major

manufacturing facilities during FY 1995 and 1996.

. Successfully negotiated two new three-year labor agreements within time

constraints and budget.

. Served as the manufacturing representative to a corporate team that

completely redesigned the salaried compensation program for the company.

Plastic Production Manager November 1991 - August 1995

. Increased machine efficiency by 20% in both PS foam cup and HIPS sheet

thermoforming operations, while decreasing labor costs / per 1,000 units

by 13%.

. Upgraded flexographic printing operations from line to process print

capability, which enabled the operation to secure and successfully

manufacture high-end graphic work.

Education

> Master of Business Administration (MBA)

Drury University (Springfield, MO)

> Bachelor of Business Administration (BBA)

Marshall University (Huntington, WV)

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