*** ****** *****

Elkins, WV *****

Phone 304-***-****

Cell 304-***-****

Email acxuqj@r.postjobfree.com

John E. Arose

Summary: An efficient and conscientious business leader with wide-ranging expertise in strategic planning, operations analysis, continuous improvement, lean manufacturing, safety, health, and environmental compliance. A resourceful and flexible self-starter, who adapts easily to changing company requirements and circumstances, while handling multiple projects and setting appropriate priorities. I am a confident communicator and team-builder with the demonstrated ability to develop organizational goals to achieve long-term strategies. Possesses a proven ability to solve problems, streamline processes, improve productivity, and motivate people to meet business goals.

Competencies:

Team Leadership/Management ISO 9002:2000

Operational Excellence Business Agility

Media Trained Spokesperson Financial Acumen

Organizational Capability Coordination and Integration

Selected Accomplishments:

Led functional teams in the efforts to reduce forced outage times by 75%, 250 heat rate point improvements, while achieving commercial availability targets.

Developed and implemented a strategy to self-perform O&M on a $280 MM greenfield wind and energy storage facility from commercialization.

Developed and implemented a marketing strategy to maximize energy revenues in a merchant market.

Developed a strategy for a $2.0M reduction in the maintenance budget, developed an orientation model for the SHE handbook, controlled maintenance and contractor costs to achieve a $500k positive variance to budget, and implemented a new organization structure for my direct functions.

Developed a maintenance and scheduling process based on leading indicators that resulted in positive trends in schedule completion, reduction in emergency work, improvement in the maintenance capacity index, and maintenance productivity.

Participated in lean manufacturing techniques such as Kaizen and 5S events, and value stream mapping. Implemented a process to reduce heel and rework volumes by greater than 50%.

Developed the strategy to modify operations to allow for the in-house production of 15M lbs of tolled product.

Leader of plant’s S&OP efforts resulting in concise operational plans for all product groups.

Member of the Project Results Site Implementation Team and led the Plant Velocity and Continuous Improvement Plan, achieving Class “A” in June of 2001.

Representative on two business teams, member of plant management team, also on capital board, area safety rep/first line supervisor ESH team, and operational excellence team.

Defined and developed the path for the behavioral safety program at Nitro. Achieved 1,800,000 man hours without a lost time injury.

Implemented the manufacturing technical plan in 2002 that reduced costs by $1.5M through reductions in energy costs, labor, maintenance, and raw material yield improvements.

Instrumental in the successful/economical shutdown of the Nitro Plant.

Co-chaired a multi-disciplined Specialty Products Business team. Responsible for developing a 5 year plan to bring the business to a 30% GP and 15% ROC business.

Led a diverse group of employees in implementation of Environmental, Safety, and Health teams for each area.

Published the quarterly Community Ties periodical.

Lead and developed the TBSI project into an earnings project meeting corporate targets in both IRR and ROC. Project size was $7.0M new capital and $2.0M project expense.

Reduced labor costs by combining the operating control rooms of three specific unit operations. Included the start-up of a state of the art distributive control system, new product form equipment, and new packaging equipment.

Led the organization of work resulting in cost savings of $350K during an extended shutdown.

Participated on two negotiating teams that resulted in six-year operating agreements with no loss of contract flexibility.

Identified twenty-two projects with savings of $2.5M as manufacturing representative on maintenance redesign team.

Recognized for “Best Reduction of Waste and Rework” of $2.0M.

Set annual rate and volume records.

Achieved a cost reduction of $1.0M by combining workloads and reducing headcount.

Professional Experience:

AES Nov 2015 – Current

Plant Manager AES Killen Station – Currently responsible for the safe and efficient operation of a 650 MW power generating facility in a competitive merchant market, providing leadership to a team of ~145 AES and contract employees. Budget responsibilities include annual capital budgets of $5M - $25M and operational budgets of ~$35M.

AES Oct 2010 – Nov 2015

General Manager AES Laurel Mountain, LLC – Responsible for the profit and loss of the AES Laurel Mountain wind and energy storage facility with gross revenues of $26M. Direct supervision of 4 salary professionals and 9 wage employees.

Cytec Industrial Chemical Nov 2008 – July 2010

Maintenance and Engineering Manager- Responsible for leading the plant maintenance, storeroom, and project engineering department with direct accountability for the maintenance budget ($8.0M), storeroom inventory value, and project support. Direct supervision of 10 salary professionals and 26 wage employees.

Avery Dennison Mar 2008 –Nov 20008

Plant Operations Manager- Responsible for the manufacture of emulsion and solvent based adhesives. Direct supervision of 3 shift team leaders and 33 wage employees.

Self Employed Business Owner 2005-2008

Maaco Collision Repair and Auto Painting Franchisee- Opened a new Maaco Center from the ground up in Barboursville, WV. Responsible for the strategic day-to-day operation of the center in regards to sales, scheduling, growth, employment, and budgeting.

Flexsys America, L.P. 1995-2005

Nitro, WV

Plant Operations Manager – Responsible for all manufacturing units, maintenance, the wastewater treatment plant and utility operation. Direct supervision of 6 team leaders, 22 salary, 106 wage employees and a $30M direct conversation budget.

Specialty Products Operations Manager – Oversight of multiple specialty product units, the wastewater treatment plant, and utility operation. Managed 3 team leaders, 10 salary, 50 wage employees, and $17M direct conversation budget.

TBSI Project Leader – Responsible for the development of a project to relocate a toll produced product into an existing plant structure. Directed a project manger, process engineer, instrument and electrical engineer, design leader, and cost analyst.

Monsanto Chemical Company 1978-1995

Nitro, WV

Business Unit Leader Accelerators Complex

Responsible for safely operating the rubber chemical complex that consisted of Thiazoles, wax pellets, crude MBT, NaMBT, and the primary accelerator plant.

Second Line Supervisor PVI Unit

Responsible for manufacture of Santogard PVI

Second Line Supervisor Boiler House/Waste Treatment

Responsible for safe and reliable operation of all plant produced and purchased utilities and the waste water treatment plant

TSD Project Engineer

Project responsibilities from service request through construction and start-up.

Education:

B.S. Mechanical Engineering

West Virginia University

Morgantown, WV

References: Available upon request

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