GORDON J. HILL, P.E.

***** * ****** ****** ****** City MO 64155

919-***-**** C ac6bf1@r.postjobfree.com www.linkedin.com/in/gohill Executive with success in creating industry-leading operations, directing multi-site facilities, negotiating win/win high-commitment procurement and sales contracts, exceeding P&L commitments and driving top-line growth.

Adept at managing new technology development, driving operational improvement in key supply chain, production and P&L metrics, and identifying, mentoring and developing world-class organizational talent.

Adept in technical selling of the enterprises’ capability and products and driving Operational Excellence initiatives to the bottom line. Successful in: P&L Delivery and EH&S Performance Multi-Site Global Operations ISO 9001, ISO 14001, AS9100, GMP, WCM, OHSAS 18000 Talent Management Lean Manufacturing Six Sigma Supply Chain Strategies Strategic Planning Technology Integration Program Management PROFESSIONAL EXPERIENCE

DART Aerospace 2015 – Present

DART Aerospace is a $50 million/sales company, servicing the helicopter OEMs and aftermarkets with major helicopter operators in the Gulf of Mexico, North Sea, Dubai/Abu Dhabi and Australian coasts. Key products include highly engineered and technically sophisticated mission equipment, fabricated composites, and thermoform and machined parts Vice President of Manufacturing/General Manager-Operations (Vista, CA) P&L responsibility for North American and Mexico operations, located in San Diego, CA, Broussard, LA (MRO facility), and Tijuana, Mexico. P&L scope is annual sales of $50 million and operating budgets of $30 million.

Key accomplishments:

• Delivered $2.3 million EBITDA positive to budget in a 2017 market, which was marked by softened aerospace activity. Delivered these results through aggressive cost savings programs, first-pass yield improvements and renegotiated supplier terms.

• Led program delivery of a $6 million project to a major OEM by passing 42 DO-160 qualification tests and all OEM acceptance tests in less than 6-months.

• Designed and implemented a manufacturing process for the production of 767 emergency evacuation slides and delivered First Article product to American Airlines within 6 months.

• Developed a company-wide stage gate Program Management process and created cultural change in moving the company to more efficient program deliveries, which to- date has achieved $1 million in project cost savings or cost avoidance.

• Led FAA Part 145 MRO shops in San Diego and Broussard LA and established an operational footprint for a EASA Part 145 MRO shop in the Amsterdam market. EBITDA delivery as a result of these transformations is $1 million.

• Managed 3rd Party Contract MRO facilities in Valencia, CA, Miami, FL, Rome Italy, and Dubai, United Arab Emirates, all of which have posted year over year >10% sales growth.

• Implemented lean manufacturing processes, developed new suppliers and established a SIOP process, which led to forecasted procurement savings of approximately $.5 million in 2017.

• Converted quality systems to the AS9100 Rev D standard and led the executive team in implementation of a new ERP system with projected savings contributions of $.5 million.

• Recruited high level supply chain, engineering, program management, human resources and operations management talent.

Saint-Gobain 2014 – 2015

Saint-Gobain is a $53 billion/sales corporation headquartered in Paris, France with extensive global operations in all major continents. The performance plastics division services the oil & gas, aeronautical, and automotive industries.

Manufacturing Director (Garden Grove, CA)

Recruited to lead Saint-Gobain’s largest Aerospace Performance facility, which produces high performance, highly engineered seals for the oil & gas and aerospace markets.

• Member of the executive leadership team which was responsible in 2014 for producing divisional records in annual sales, gross margin and profitability. Annual P&L responsibility of $125 million.

• Proposed and presented annual $40 million operating budget to executive management. Presented major sales proposals to Tier I customers including SpaceX, which resulted in

$5 million incremental sales. Responsible for supporting aerospace bearings and seals into West Coast aerospace corridor MRO facilities.

• Developed and presented $1 million capital budget and cost savings program with

$600k savings opportunities identified.

Winfield Solutions (division of Land O'Lakes) 2012 – 2014 Land O’Lakes, Inc. is a farm-owned food and agriculture cooperative doing business in all 50 states and more than 60 countries. With annual sales exceeding $14 billion, Land O’Lakes is No. 194 on the Fortune 500.

Plant Manager (St Joseph, MO)

Led Winfield Solution’s largest PSM-regulated contract toll manufacturing plant, producing crop protection products, including adjuvants, herbicides, insecticides and fungicides for global agricultural crop companies.

• Awarded a Manufacturing Achievement Council award from executive management for company leading plant performance. Only 5% of facilities awarded.

• Set consecutive net income records in first two years with 40% growth between years.

• Implemented significant safety program improvements, which reduced recordable injuries from 6 to 2, and drove OSHA recordable rate from 3.8 to 1.6.

• Developed and executed $2.5 million capital budget and implemented cost savings program with $600k saved in first two years.

• Introduced quality systems using ASQ, cGMP, ISO-9000 and PSM standards, which contributed to customer satisfaction index improvement of 20%. Solutia (acquired by Eastman Chemical) 2011 – 2012 Solutia Inc. was a global manufacturer of performance materials and specialty chemicals including polyvinyl butyral (PVB), ethylene vinyl acetate (EVA), and thermoplastic polyurethane

(TPU) interlayers for laminated architectural glass, electronics protective barrier and conductive films (smart phones, tablets, HD screens). Eastman Chemical acquired Solutia in 2012 and my position was consolidated to Eastman’s headquarters. Engineering Manager (Martinsville, VA)

Led a production manufacturing support group, chartered with a global business initiative to create products designed to compete in developing performance films; markets to be used in: aerospace and consumer applications - an approximate $20 billion global market.

• Directed a material yields improvement Six Sigma project, and mentored three black belt candidates to Black Belt status, which tracked to annual savings of $1.2 million.

• Redesigned clean rooms for laminate processing, which led to high-purity market applications representing commercial sales opportunities in excess of $50 million.

• Led capital assessments of key capital projects and created justification presentations for executive management on projects of $1 million or greater, which improved estimation accuracy by 8% and led to improved capital utilization.

• Facilitated integration of Asia and Germany-based technology groups in specialty technologies of sputtering, coating & laminating and metalizing operations, which led to savings in excess of $1 million.

• Raised performance of machine shop creating precision parts for the laminates products by selecting new CNC equipment and lathes. Introduced new powder coating and finishing applications to the product line.

• Expanded composites production capability and introduce new autoclave composites production lines which resulted in annual savings of $1 million. Potters Industries 2000 – 2009

Potters Industries is a leading producer of engineered glass materials serving the oil and gas industry, polymer additives, highway safety, metal finishing, and conductive particle markets. Plant Manager (Apex, NC/Paris, TX Jan 2003 – Nov 2009) Ensured the operational success of industry leading glass products manufacturing facilities, supplying products for the aerospace, aviation and metal finishing markets. Directed the activities of operations, HS&E, transportation, engineering, customer service, human resources, supply chain and quality departments.

• Led a 100 million pound/year production facility over a six year period which: o Increased production capacity by 40% with minimal capital investment. o Reduced unit costs by 12% utilizing Lean Manufacturing principles. o Increased EBITDA by 40%.

o Reduced transportation costs by 90% by successfully negotiating freight rates, warehousing and consolidating private cartage and warehousing infrastructure.

• Achieved 3 years with no recordable injuries, and 2 years with one. No lost-time accidents in 5 years.

• Integrated high refractive index technology into the company’s product portfolio, which contributed $2.5 million EBITDA.

• Directed the implementation of ISO 9001, 14001 and OHSAS 18000 programs which resulted in preferred supplier status with many state DOT’s.

• Developed new glass bead metal finishing applications by working with machine shop customers to create new market opportunities and expanded sales by 2 million pounds per year.

• Led the Apex NC plant to a preferred status within the community by being named a

“Western Wake Top 100 Company” (2008 and 2009); marquis speaker to the North Carolina Manufacturing executive summit.

Corporate Engineering Manager (Valley Forge, PA, Jan 2000 – Jan 2003) Directed all manufacturing support and efficiency-improvement activities for 10 North American glass-manufacturing facilities with annual sales of $500 million and with 10 direct reports. Worked closely with the CFO and finance team to develop and lead Lean activities and EBITDA financial strategies with intent to meet project return targets on a $20 million/year capital budget.

• Led a multi-year, $20 million redeployment project, upon acquisition of three facilities that resulted in $6 million EBITDA contribution, which exceeded management’s expectations by $1M.

• Drove improvement efforts that resulted in a production capacity improvement of 8 million pounds/year and an EBITDA contribution of $1.2 million across 9 North American manufacturing facilities.

• Implemented a Six Sigma and Lean program and mentored 3 black belt candidates in achieving their Black Belts, with realized savings in excess of $.5 million.

• Managed the implementation of capital projects in excess of $6 million, which consistently delivered financial expectations outlined in the corresponding business case.

The ARCO Chemical Company (acquired by LyondellBasell) 1988 – 2000 The ARCO Chemical Company manufactured intermediate, food-grade, pharmaceutical and specialty chemicals used in a broad range of consumer and industrial products. Lyondell acquired ARCO in 1998 and announced staged consolidation of headquarters to Houston. Global Operations Manager (Newtown Square, PA, June 1998 – Jan 2000) Managed worldwide isocyanates plants and teams in Europe, Asia and the United States with assets/inventories valued in excess of $400 million in support of major polyurethane markets.

• Instrumental in negotiating a global isocyanates repurchase agreement with Dow Chemical Company, which resulted in savings of $1.0 million/year

• Led integration activities with Lyondell to achieve department synergy savings of $.8 million.

Performance Products Manager (Newtown Square, PA, May 1996 – June 1998) Managed customer development programs for the Americas and Asian markets for specialty, pharmaceutical and food-grade chemicals.

• Led the technical sales team that reached a 10-year, 150-million pound/year isobutylene supply agreement with Chevron Chemical.

• Managed technical sales teams that developed new products for key customer accounts including Colgate-Palmolive, Warner Lambert, Wyeth Ayerst, and Procter and Gamble. EBITDA contribution in excess of $200 million.

• Company management representative to all cGMP and FDA-related audits for propylene glycol, U.S.P.

Sales Manager (Newtown Square, PA, Feb 1995 – May 1996) Managed North American technical sales programs and had support responsibilities for strategic, new-growth accounts.

• Successfully supported field sales of products with annual $3 billion sales by explaining technical propositions clearly and convincingly to key customers which led to rare first- year promotion.

• Led technical sales teams that secured new uses for pharmaceutical grade propylene glycol and organic peroxides with customers including DuPont, Coca Cola, Wyeth Ayerst and McNeill. EBITDA contribution in excess of $100 million.

• Appointed by senior management to lead an emergency response to a chemical explosion that occurred at a third-party terminal. One of three key managers, who along with internal counsel successfully obtained a $2.5 million settlement. Unit Superintendent (Houston, TX, 1993 – Feb 1995) Supervised propylene glycol team of 28 employees in a world-class propylene glycol facility making USP and industrial grade products. Propylene glycol is sold into the pharmaceutical, food and consumer-care industries.

Led team to exceed budgeted production by 5% and maintained on-stream reliability of 98% or greater.

Process and Production Engineer - Chemical Plant (Houston, TX, May 1988 – 1993) Supported chemical operations of high volume continuous and batch operations as a Process and Production Engineer. Design and process experience in propylene oxide, t-butyl alcohol, isobutylene, butane, t-butyl hydroperoxide and hydrazine hydrate units. Received double promotion in first year of employment due to identifying and implementing significant yield improvement projects through distillation recovery improvements. EDUCATION & CERTIFICATION

P.E. Registered Professional Engineer State of Texas Chemical Engineering

Six Sigma/Lean Black Belt

M.B.A. Finance, University of Houston Houston TX M.S. Chemical Engineering Villanova University Philadelphia PA B.S. Mechanical Engineering University of Missouri Columbia MO B.S. Chemical Engineering University of Missouri Columbia MO

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