Engineer Plant

STEPHEN E. JARZOMBEK *******.*********@***.***

**** ******* *****, ***** ****, Indiana 46373 Home: 219-***-**** Cell: 630-***-**** Chemical Engineer/Manager with extensive expertise including:

Batch and continuous process scale-up

Polymerizations

Organic intermediates

OSHA PSM compliance and training

Statistical Process Control

Pilot plant and production unit management

Behavioral safety initiatives

EPA documentation (SARA TRI and TSCA)

PROFESSIONAL EXPERIENCE

CHEMICAL PROCESS & MANUFACTURING CONSULTANT 2014-Date Advised Xolve, Inc. (nanomaterials) and Spero Energy (biobased chemicals) on process development, scale-up, raw material/plant availability, and cost estimates for manufacturing of new materials. Recovery from surgical complications 2011-2013

Developed detached retina after cataract surgery, followed by further complications. Attempted to find job that could accommodate my vision and travel limits, but no workable roles were available. ELEVANCE RENEWABLE SCIENCES, Woodridge, Illinois 2008-2011 Production Engineer/Manufacturing Manager for start-up firm producing renewable specialty chemicals and polymers through a unique chemistry via toll manufacturing.

Completed initial production of hydrogenated metathesized waxes for partnership with Dow Corning.

Transferred key product to new toll plant; cut cycle time by 50% with improved quality in first week of trials.

Produced new materials via development of technical transfer packages, reviews of processes with tolling partner's HAZOP team, and on-site support of campaigns to ensure safety, regulatory compliance, quality, and timeliness.

“In-house consultant” for internal and outsourced R&D and process design/engineering groups on commercial plant, process, and logistics considerations.

Developed process documentation for TSCA pre-manufacture notice applications for nine new substances. CHEMICAL PROCESS & MANUFACTURING CONSULTANT 1996-2007 Completed in-plant, hands-on contract and interim assignments, including:

Technical supervision of PVC production during absences of full-time staff; implemented interim handling system for new raw materials for PolyOne Corporation (now Mexichem) specialty PVC unit in Henry, Illinois.

Resolved chlorinated product material balance variances for SARA Form R reporting; modified procedures to produce intermediate with 85% reduction in byproduct volume; at Dover Chemical, Hammond, Indiana.

Improved uniformity by 33% in new aspartame blend, revamped process for new liquid sweetener that cut process and capital requirements while increasing resistance to separation by factor of four at Merisant Company (formerly NutraSweet), Chicago, Illinois.

STEPHEN E. JARZOMBEK PAGE 2

Rehired by former employer to develop cost-saving upgrades for 84 MM lb/yr ISO-certified citric acid plant; directed major production unit with four supervisors, 12 operators, and annual budget of over $6,000,000 at Haarmann & Reimer Corporation (formerly Miles Labs) Elkhart, Indiana.

Implemented computer-based training for food chemical and resin plant to enhance PSM compliance along with ongoing OSHA/EPA training for Henkel Corporation (now BASF), Kankakee, Illinois. Volunteer Work/Self-Employment 1992-1996

Worked with consultant to initiate, then independently maintained, church giving program that increased weekly income by 50% and eliminated $800,000 in parish debt. Attempted to convert that experience to for- profit consultancy throughout 1995-1996.

TIOGA INTERNATIONAL, INC. (now unit of ADCO Global), Calumet City, Illinois 1989-1991 Technical Manager for start-up firm founded to produce environmentally-friendly coatings.

Set up R&D facility in business incubator and finished preliminary designs and costing for headquarters and production plant.

Designed and acquired specialized equipment for new, patented resin emulsification process. THE NUTRASWEET COMPANY, University Park, Illinois 1988-1989 Pilot Plant Manager for aspartame process development facility.

Supervised operation and maintenance of pilot plant with four technicians and annual budget of $650,000.

Took over development program for next-generation aspartame process; revised procedures and schedules to develop all-new data to justify over $50 million in capital for new plant facilities in only 12 weeks. MILES, INC. (later Haarmann & Reimer Corp.), Elkhart, Indiana 1985-1988 Process Development/Production Engineer in citric acid plant.

Automated ion exchange process with annual labor savings of $65,000; started up evaporator upgrade with total project scope in excess of $900,000.

Executed successful lab through plant trials of impurity removal scheme to improve solvent extraction/liquid ion exchange recovery process; annual savings estimated at $650,000. MORTON INTERNATIONAL, INC. (now Dow Chemical), Ringwood, Illinois 1981-1985 Development Engineer in corporate semi-works facility for all Morton’s product lines.

Successfully implemented 4MM lb/yr continuous process for Morez, styrene/acrylic polymer for inks.

Developed effective batch processes for three agricultural intermediates and 15 specialty industrial dyes. STAUFFER CHEMICAL COMPANY (now Innophos), Chicago Heights, Illinois 1980-1981 Process Engineer in integrated phosphoric acid/phosphate plant; food-grade and industrial products. TENNESSEE EASTMAN COMPANY, Kingsport, Tennessee 1979-1980 Chemical Engineer in polyester polymer development unit. EDUCATION

B.S. Chemical Engineering, Purdue University, May 1979, GPA 5.65/6.0 (Honors graduate) STEPHEN E. JARZOMBEK PAGE 3

REASONS FOR CAREER MOVES

Elevance Renewable Sciences

Elevance was spun off from Cargill with no production assets, so my role was to establish toll production at contract facilities for process/market development. While overseeing an initial campaign at a remote site, I suffered a delayed complication from earlier eye surgery. It was not properly diagnosed and resulted in prolonged impairment and restricted travel at the same time Elevance changed plans to a permanent plant in Indonesia. I completed work to support that change then departed to find a role that could safely accommodate my limits. PolyOne Corporation (now Mexichem)

The plant needed an engineer immediately due to a health-related early retirement. We could not find a home there in an acceptable school district so I filled the role on an interim basis until a local candidate was found. Henkel Corporation (now BASF), Merisant Company, and Dover Chemical I completed operations-focused projects for these firms under contract via Alliance Group Technologies, Merrillville, IN.

Haarmann & Reimer Corporation (former unit of Bayer AG, spun off into Symrise) The week after I was rehired, Bayer announced the sale of the citric acid business and closure of the plant. No other jobs were available within Bayer when the plant closed, so I accepted a severance package. Tioga International

Tioga’s original business plan required a new resin facility to be built within 18 months that I was to oversee from design into operation. Within the next year, the management team acquired two existing firms that did not need chemical process capability rather than pursue the initial strategy. I transitioned to an outplacement program when we agreed that a permanent role no longer existed for me. NutraSweet

Six weeks after I joined NutraSweet, it was announced that the manufacturing site where the pilot plant was located would close, so plans to expand the pilot unit were canceled. I completed the remaining development work then joined the start-up of Tioga International, in which our family would have a substantial equity share. Miles Laboratories, Biotech Division (later Haarmann & Reimer Corp., unit of Bayer AG) In 1987 and 1988, reorganizations terminated all new biotech product efforts. NutraSweet offered me a role to expand the pilot plant beyond aspartame to develop new synthetic sweeteners and food ingredients. Morton Chemical (unit of Morton Thiokol; now Dow Chemical) In January 1985, Morton Thiokol acquired Bee Chemical Co. My father was Bee’s VP of R&D and became an executive in the same division in which I was employed. Morton's nepotism policies prohibited such a relationship. Miles Labs offered a job with great technical challenge and a future in new biotech products. Stauffer Chemical (now Innophos)

Stauffer created a group to re-engineer older processes, but the focus quickly shifted to supervision of operators on existing processes and minor non-process capital projects. Morton advertised a true Development Engineer opening to move new products and technology into manufacturing, and I obtained that job. Tennessee Eastman

I desired more responsibility, and while Eastman was otherwise a great place to work, few challenging assignments were given to new employees in such a large firm.

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