JORGE GARCIA-BAUDRIT page *

Jorge García-Baudrit

**** ******** *****, *******, ** 30809

Cell: 269-***-**** acxhpr@r.postjobfree.com

Plant Director

A 27-year career of progressive management experience in the food and packaging industries with Fortune 500, privately held and investment group companies across three continents. This includes 16 years at plant management level and/or servicing multi-plant operations and 11 years in sales/technical support. Fully bilingual in English and Spanish with conversational Portuguese.

Motivational leader, strategic thinker, enthusiastic and results-driven. Leads by example through personal integrity and a strong dedication to safety, quality and customer satisfaction.

Excellent understanding of achieving operational excellence through the development of internal and external relationships/partnerships at all levels of the organization, including suppliers.

Proven skills expanding and downsizing businesses, relocating volume, managing financial performance and improving customer service utilizing team building and lean manufacturing operational improvement methodologies.

Manufacturing Management Competencies

Safety/Food Safety Advocate Leader in Cost Reduction Initiatives

Change Agent / Promoter of teamwork Results Driven

Multi-Plant Operator Experience Lean Manufacturing Experience PROFESSIONAL EXPERIENCE

CP Flexible Packaging Dec 2015– Sep 17, 2016

CP Flexible Packaging Bristol, PA Dec 2015 – Sep 17, 2016 Director of Operations

Offered the opportunity to provide direction to the new Bristol facility as expansion was occurring. CP is owned by a private equity group who acquired CP Flexible 4 years ago and a smaller company in Bristol 2 years ago. A large investment in a new facility and equipment was made where leadership was required to provide direction, Great opportunity to implement Lean Manufacturing principles and to provide a safe workplace while increasing shareholder value.

Changing the culture from a small privately held company to a larger organization was a challenge. We had a

~40% turnover rate as new employees came to the facility and tenured employees learned to adapt to new business requirements. Over 25 hires in a company of 120 employees. Accountability through coaching and counseling have provided great success. Among the achievements were a 20% reduction in workforce in one business unit while maintaining the service level. Implementation of 5S has proven beneficial, with a reduction in downtime of ~10%. Inventory accuracy has improved from ~65% to ~99.5% to the point, period-end physical inventories are no longer required with the implementation of cycle counts. Creating a culture of empowerment and accountability is key to the success of the facility. Although the company is improving, and no doubt will be very successful, I decided to leave to be closer to my family. I am no longer employed here but can provide references if desired.

AMS June 2014 – Dec 2015

Advanced Machining Systems Taylorsville, KY Jun 2014 – Dec 2015 Owner and president

Joined AMS as a support member in June of 2014 and then as a majority shareholder (51%) and President in September 2014. In November 2014, we acquired a new facility in Taylorsville, KY and began upgrading it to meet our standards concluding the work in the fall of 2015. After a year and a half of constant travel and extended periods of time away from the family, I made the difficult decision of selling my shares of the company to the other two business partners. Nonetheless, it provided me with additional experience in running a business from multiple angles. JORGE GARCIA-BAUDRIT page 2

LLFlex May 2013 – May 2014

LLFlex Louisville, KY May 2013 – May 2014

Plant Manager

This facility has 144 employees with three unions. The major challenges were improving the morale of the employees as well as the relationship between labor and management. Safety, trust and teamwork were encouraged over the year-long assignment. Among the accomplishments were:

Set a hiring freeze based on the knowledge sales were dropping 5% year over year. Sales came in 9% lower but we were able to meet 93% of EBITDA goal with improvements in manufacturing.

Improved the materials management process by looking at firm order requirements 6 weeks out, reducing unneeded material by 15% and improving inventory turns by 25%.

Improved throughput and quality through the scheduling process, batching like items resulting in a reduction in scrap (8% to <6% in cigarette and 14.1% to 9.7% in insulation)

Belief and trust in management improved as did teamwork From a people-management perspective, coaching and training were done as errors occurred and finger-pointing was discouraged. Reacting to problems was discouraged and getting to the root-cause was the focus. We initiated mini-Kaizen events engaging the employees and staff members to find solutions to our major issues and we were being successful in many areas as shown above.

Kellogg Company May 2007 – May 2013

Kellogg Company Battle Creek, MI Dec. 2010 – May 2013 Sr. Packaging Manager - Quality Programs

Developed, implemented, monitored and improved quality programs related to packaging and services from packaging suppliers. Lead Quality Materials Management projects within North America and coordinated strategic thinking and planning on a global basis. Managed and worked with plants, suppliers and equipment manufacturers to resolve quality issues using Lean Six Sigma principles. Worked closely with suppliers to reduce any food safety risks.

Kellogg Company Augusta, GA Feb. 2009 – Dec. 2010

Operations Manager

Annual volume of 132 million lbs. + 120 sku’s and over 400 employees (and additional 200 co-pack temps). Provided leadership, especially in the promotion of teamwork and empowerment of employees. Focus was to improve employee engagement in; safety, food safety, meeting financial goals through efficient and effective use of resources as well as educating employees in the Lean Manufacturing principles and its benefits. 8 direct reports. Some of the performance results include:

Plant Safety: LTI = 0, ( >2 million man-hours) and TRIR = 0.98 vs. 1.55 in 2009

Cost Reductions achieved were $1.58M savings cost savings projects (mainly through scrap, labor & packaging)

Operational Improvement included scrap reduction from 3.0% to 2.9%, improved line efficiency from 87.1% to 92.7% and reduced downtime from 7.1% to 4.2%.

Quality improved from 25.4 to 24.3 cpm

Kellogg Company Battle Creek, MI Dec. 2007 – Feb. 2009 Manager COGS Packaging

Defined and executed cost savings projects, developed new packaging formats and substrates while ensuring customer satisfaction and operational performance. Worked closely with Procurement and plants from the different business units in order to complete COGS reduction projects. We generated over $2 million in packaging savings projects focusing on standardization of packaging materials and formats. We also created a 1 year pipeline of cost savings projects with potential savings of $1.8 million and created an analysis tool used in the global flexible bid which generated over $10 million in savings. Kellogg Company Battle Creek, MI May 2007 – Dec. 2007 Sr. Packaging Engineer

Developed and managed market-driven projects. Provided technical analysis, recommendations and JORGE GARCIA-BAUDRIT page 3

implementation of packaging materials, designs and configurations. Among the accomplishments:

Designed and developed a new film structure with one of our vendor partners. The design had to meet certain technical specifications as well as satisfy the “grab and go” concept for convenience generating

$2 million in additional sales.

Standardized raw materials and packaging dimensions on the different projects I managed. This enabled both the suppliers and our facilities to improve efficiencies. Bryce Corporation Jun. 1993 – May 2007

Bryce Corporation Battle Creek, MI Nov. 2004 – May 2007 Kellogg on-site representative

Improved customer service and customer satisfaction on day to day operations. Increased profitability through price negotiations and cost savings initiatives. Supported Kellogg’s Market-driven projects. Some of these accomplishments were:

Reduced service issues to ~0%. For the last 6 months in this role, quality issues were below the maximum allowed 0.5% and customer satisfaction was at an all-time high.

Cost reduction greater than $250,000 through standardization of raw materials and specifications, providing efficiencies at both Kellogg's and Bryce. Bryce Corporation Memphis, TN Jun. 2001 – Nov. 2004 Site Director

Responsible for daily operations of the Memphis Facilities (managed South Parkway Facility for two years). Products varied from single to multi-layer laminations for the pet food, confectionary, bakery and snack food industry. During this time, of the original 280 employees, 136 were laid off as business was transitioned to the Searcy facility. The greatest challenges were to motivate personnel and create a teamwork environment not only within production but with other departments as well.

Reprioritized facility focus and adapted new procedures as we moved from Regional Snacks to a specifications oriented market (Pet Food, Confectionary, etc.).

Successfully implemented waste reduction, preventive/predictive maintenance and 5S programs while increasing productivity.

In the first 2.5 years, we reduced waste by 3% and increase productivity by 26% on presses. Productivity remained constant in lamination with a more complex mix. Bryce Corporation Searcy, AR Jun. 1999 – Jun. 2001 Operations Manager

Responsible for: Customer Service, Raw Materials Planning, Warehouse and Logistics Departments. Restructured the three departments reporting to me (11 direct reports) in order to increase productivity and improve teamwork. Among the accomplishments were:

Employee turnover ended at 0% where it had been over 50% before assuming this role

Simplified our raw material entry process by standardizing documentation with our film suppliers. Direct reports were cross-trained and encouraged to support the other departments. This allowed us to reduce OT and to be more flexible and efficient.

Created multiple spreadsheets that allowed greater visibility to the overall business with Frito-Lay. This allowed us to find +$200k in cost savings through consolidation of dimensions and raw materials. Kobusch-Bryce GmbH Holdorf, Germany Mar. 1998 – Jun. 1999 Operations Manager

German joint venture between Kobusch and Bryce which was a $30 million flexible packaging operation that employed +120 people. Responsibilities included Sales, Customer Service, Order Management, Inventory Management and Logistics.

Introduced new extrusion laminated materials to the European market. Change was not accepted at first. However, at the end of my tenure in Europe, the customers were very satisfied and actually preferred the new structure as they saw their sales increase by as much as 20%.

Generated spreadsheets that allowed us to standardize and consolidate finished goods helping to look run the business more efficiently.

Developed and managed relationships with core customers throughout Europe supporting the growth of the business.

JORGE GARCIA-BAUDRIT page 4

Bryce Corporation Memphis, TN Jun. 1993 – Mar. 1998 International Sales/Technical Sales

Brazilian joint-venture partner, Toga, recommended me for this role with Bryce (+$200 million flexible packaging operation in the US). Offered role in sales and technical support for Latin American customers where speaking Spanish and understanding the culture helped improved relationships with the Latin American customers. The business grew from $4MM in 1993 to $8MM by 1998.

KMK Latin America May 1990 – Jun. 1993

CTM do Brasil Ind. E Com. Ltda. São Paulo, Brazil Nov. 1991 – Jun 1993 Plant Manager

This was a joint venture between KMK and Toga (Brazilian flexible supplier). Principal Responsibilities and duties cover overall manufacturing operations. 90 employees in a high speed operation with $10 million in sales.

Implemented Lean Manufacturing principles including 5S, Process Control Charts and Visual Boards called SGAV to help manage by “walking the plant”.

The volatile economy required timely use of raw materials and shipment of finished goods. We successfully controlled our inventory, critical to our cash flow and profits.

Equipment performance and maintenance was a top priority. We trained and involved the operators in these tasks. The equipment performance and product quality was consistent. KMK Latin America S.A. San José, Costa Rica May 1990 - Nov. 1991 Technical Service Engineer

Hired by KMK Latin America (Swiss laminated tube equipment manufacturer) to install and troubleshoot equipment at customer’s facilities throughout Latin America. This operation had $10 million in sales with a toothpaste tube production facility in San José employing less than 30 employees. Working side by side with operators and maintenance personnel gave me great insight to the operations. Mainly, I learned of the employee performance and satisfaction as a result of the plant manager’s management style. Previously worked as an intern in a Quality Assurance role for their San José facility.

EDUCATION

Master in Business Administration Purdue University, West Lafayette, IN 2006 - 2008 BS Industrial Engineering UACA, San José, Costa Rica 1988 – 1991 Industrial Maintenance Engineering Instituto Tecnológico de Costa Rica 1984 – 1988

(changed major to Industrial Engineering, completed three years of the four year program) OTHER STUDIES AND MEMBERSHIPS

Lean Thinking Seminar Lean Thinking Institute Detroit, MI Managing International Joint Ventures University of Michigan Business School Detroit, MI Lean Six Sigma Green Belt BGMI Battle Creek, MI

Member of the Society of Hispanic Professional Engineers (SHPE)

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