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Plant Director

Grand Forks, North Dakota, United States
October 06, 2016

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***** ***** **. ** 218-***-****

Fertile, MN 56540

Plant Management


High-caliber leadership experience in supply chain management, change management, enterprise planning, distribution, plant operations and office administration functions. Widely recognized for expertise in materials inventory, purchasing, shipping/receiving, packaging strategies, expense controls and personnel development.

Creative development and implementation of successful, high-impact logistical plans and safety programs; ensure rapid delivery of time-sensitive materials and compliance with OSHA, EPA and other industry requirements.

Formation, mentoring and motivation of teams to achieve peak performance, ensure total client satisfaction, maintain peak quality service and meet aggressive organizational objectives.

Expertise in the negotiation and execution of complex contracts with top management, industry vendors and key decision-makers; fully familiar with P&L, budgeting and cost reductions.

Effective hiring, management, deployment and development of top-notch talent at supervisory, staff and field levels in military and union/non-union manufacturing settings.

Multi-tasking talents in team building, organization, needs analysis, program implementation and accurate documentation in time-sensitive situations.

Proficient as a top project manager and change agent in providing and supporting all levels of Key Performance Indicators, TQM, SMED, Visual Workplace, and other regulatory programs.

Award-winning military officer and veteran with hands-on skills in unit operations, heavy equipment operation, safety compliance and field logistics in deadline-driven settings.

Extensive exposure to cross-cultural practices and international business protocols, particularly in Europe and North America.


Strategic Planning ● Relationship Building ● Cost Controls ● Process Optimization ● Team Leadership ● On-time Deliverables ● Fiscal Management ● Project Accountability ● Supply Chain


SunOpta – Crookston, MN

Plant Director, 2014 - Current

Accountable for a multi-plant vertically integrated operation that processes sunflower seeds. Responsible for financial performance, safety, quality, production planning, production, logistics, third party warehousing and employee engagement for a 160M pound, 100 employee site.

$5M financial improvement over the past 2 years. This delivered $3.5M to the bottom line by implementing several continuous improvement programs that unlocked capacity, improved yield, and improved inventory accuracy.

Achieved 2+ years without a lost time accident and reduced worker’s compensation costs by $100K.

Implemented an employee engagement process that increased the Grand Mean score by 0.69 points in one year. This was the largest increase across the company.

Implemented $3.8M in capital projects that addressed infrastructure, safety and ergonomic improvements, yield improvements, and production efficiencies. This process yielded $3M in productivity savings in 2015.

Received the “Rubicon Award” from the SVP of Operations in 2016. The award is given to the person who best represents the core values of: Customers, Products, Value, and Organization in the company.

Facilitated a production planning process that improved the on time and in full metric from 65% to 95%.

Authored a non-exempt performance process that highlighted and measured desired behaviors that was adopted by the entire company.

Chosen as the operations lead to define and standardize the bill of materials process for the company.

Sensient Flavors – Juneau, WI

Plant Manager, 2011 - 2014

Responsible for change management, site safety, budgeting responsibilities, publishing and executing the overall capital plan, plant accountability, logistics and providing direction for a 20 million pound per year yeast extract drying facility. Further responsible for all labor relations, planning and scheduling for a 24/7 plant.

Negotiated a 4-year contract in 2.5 days; 2 months in advance of the contract expiring while achieving all company objectives. Previous contract negotiations resulted in several extensions and process interruptions before ratification.

Increased overall production by 18% by empowering work teams in developing key performance indicators to drive continuous improvement in each work group. This effort also yielded $632,000 in savings.

Improved financial performance by 10.6% over 2011. Expenses improved $1.1M and plant absorption was $533K ahead of budget. Absorption increased to $0.85/lb in 2012 from $0.69/lb in 2011.

Implemented GMP improvements that reduced quality rejects by 400%, cut consumer complaints in half and increased Right the First Time metric from 60% to over 95%.

Put policies and practices into place that eliminated $600,000 in material variances.

Laid the groundwork to invest $25 million dollars of capital investment into the Juneau facility and increase production by 30%.

Revised the plant HACCP plan and instituted a food safety plan in order for the facility to be approved for SQF level 3 certification.

Instituted continuous improvement measures which increased plant overall financial performance by $3.2M in 2012.

Implemented a product review process that improved customer service and on time shipments from 60% to 95%.

Quality Ingredients Corporation, Marshfield, WI

Plant Manager, 2010

Accountable for of all aspects of change management, site safety, financial performance, strategic initiatives, quality, logistics and providing direction for a sixty-million-dollar operation. The Marshfield facility produces fifty-four million pounds of dairy and non-dairy creamers and is responsible for over eighty percent of the profits for QIC.

Provided a financial assessment to the company to produce product internally rather than outsource to a co-manufacturer. This initiative maintained production for the Marshfield, WI on a 24/7 schedule during the historical slow months, saved over $200K to the company and improved customer service to over 99%.

Implemented a lean operating system in the facility that drives machine metrics and process improvements. This is projected to reduce labor costs by $100K and has reduced downtime by 10% during changeover periods.

Facilitated software change to incorporate financial results, inventory, and production parameters in the plant. This replaces an outdated, non-supported program with a modernized system focused on visibility of inventory, financial analysis, lot tracking and food safety.

Installed automatic tote packaging system and palletizer to alleviate ergonomic concerns and saved $50,000 in labor.

Facilitated improvements in the overall CIP system for the Marshfield Filtermat Dryer. The improvements have reduced the cleaning cycle by 20%. Additionally, the site also moved from a 3 month USDA approval to a 6-month approval certification with the additional changes.

Masterfoods US / M&M Mars, Waco, TX 2000 – 2010

Operations, Safety, Environmental, Security Manager, 2003-2010

In charge of all aspects of change management initiatives, site safety, environmental reporting and operational supervision of the largest confectionary plant of this global manufacturer with multi-billion-dollar revenue levels, producing 200,000 metric tonnes of product annually. Deploy expertise in staff training, process optimization, waste water treatment, sanitation, shipping/receiving/distribution and accurate recordkeeping. Certified ISO 22000 PAS 220

Achieved a total recordable rate at half of OSHA average, or 3.0 to 6.0, along with lost-time injury rate of 0.2 vs 3.5 for OSHA and 0.35 companywide. Decreased workers’ compensation costs by 250% at this plant

Implemented a lean operating system throughout facility that drives machine metrics and process improvements. This reduced labor costs by $1.2M, increased productivity by 20%, and reduced on hand inventories by $4M.

Saved $4 million annually after facilitating capital installations of new material receiving assets; recovered another $800,000 through better renegotiation of vendor contracts.

Plant’s operating budget reduced from $85M in 2006 to $59.8M in 2009. Process improvement initiatives have reduced FTE headcount by 38% and improved output by 20%.

Improved customer service metric from 93.2% to 98.5%. This was a result of increasing the plant’s efficiency (TRS) from 72% to 76%. Additionally, the site also moved from a 7 day to a 5-day schedule during the same time frame.

Operations Manager, 2000-2003 Albany, GA

Oversaw all aspects of the scheduling and production of baking, nut processing and confectionary lines at the Albany, GA plant. Coordinated 60 associates in 3 processes. Also served as Outbound Logistics Manager.

Implemented labor modeling that saved $400K in labor savings. This model used finished goods inventory levels and forecasting in order to flex labor while discontinuing one product line and starting up another.

Directed the $3 million expansion of this plant and improved capacity by 40%.

Specially selected to lead this site to achieve “World Class Safety Organization” status.

Kraft Foods, Davenport, IA 1993 – 2000

Oscar Meyer Division

Business Unit Manager, 1999-2000

Fully responsible for all daily operations and a $40 million P&L budget, along with production planning, engineering, facility maintenance, labor relations, USDA compliance and new product launches. Deployed expertise in team building, process improvements, cost reductions, executive reporting and accurate documentation.

Recovered almost $3 million in productivity savings while effectively managing the budget.

Finished all engineering installations and new product start-ups for 2 new lines on-time and ahead of schedule.

Succeeded in increasing the shelf-life of several products by 100% with cutting-edge sanitation practices and microbiological data analysis.

Post Cereal Division

Team Resource/Safety & Environmental Manager, 1993-1999

Tasked with numerous assignments to decrease operating and packaging costs, streamline operations and enhance productivity levels at the Jonesboro, AR plant, a TQM “green field” site. Developed and launched standard work instructions.

Recognized for building the top safety program in the entire company 3 years in a row; achieved a “World Class” incident rate of 0.8.

Earned all “Satisfactories” after comprehensive safety and environmental audits in 1995 and 1998.

Project led the largest expansion in company history at this site, worth $80 million, ahead of deadline; handled all aspects of safety and security during construction.

Realized $800,000 in productivity savings by rolling out the “Cranberry Almond Crunch” line 4 months ahead of schedule.

Recovered $4 million in packaging savings and reduced consumer complaints by 100% through leadership of a cross-functional project team.


US Army


Provided hands-on leadership for firing operations, vehicle transport and field exercises for a field artillery battery with 130 direct reports. Primarily focused on logistics, heavy equipment maintenance, personnel issues, training and safety compliance. Hands-on knowledge of automated supply systems, office automation software and related databases.

Earned numerous medals and commendations for outstanding team leadership and operational skills.

Selected three times as Top Platoon during the NAMFI audit in Crete, Greece

Achieved the highest audit scores in the battalion after a 41st Brigade standardized audit.

Designed and instituted a complete reporting system to facilitate troop drawdown, which was later adopted as the standard for the Brigade.

Graduated twice as the Top Graduate after attending extensive training at different military schools.

Mentored and trained field staff and management in operating policies and procedures.

Honorable Discharge from active duty.


St. Norbert College, DePere, WI

B.S. Degree in Biology, Minor in Chemistry

* Dean’s List; National Biological Honor Society.

* 4-year ROTC scholarship.

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