MICHAEL R. CLAXTON

**** ********* ***** **** ****, OH 44224 330-***-**** ad1fek@r.postjobfree.com

EXECUTIVE PROFILE

Innovative, profit oriented strategic leader who has experience in transforming business operations into world class status. Talent for analyzing issues, devising continuous process improvements, and incorporating initiatives through strategic alliances with organizational leaders to achieve key business initiatives. Detailed oriented thinker focusing on employee development to maximize business contribution and created positive working environment. Area of Expertise

• Fiscal Management / P&L Accountability

• Positive EBITDA/Earning Impact

• Operational Turnarounds

• Multi-Site Management

• Lean/Six Sigma Principles

• Team Building

• Strategic Planning / Problem Solving • Project Management

• Quality, Safety, Environmental, and Laboratory Systems • Training Programs PROFESSIONAL EXPERIENCE

SUN AMERICA, LLC Alliance, OH 2018 to 2023

Industry leading manufacturer of denesting quality baking cups and custom thermoformed packaging. SENIOR VICE PRESIDENT

Member of the Senior Executive Leadership team responsible for all Plant Operations to include Manufacturing, Technical Services, Warehousing Material Management, Purchasing, MRP, Capital Spending, Safety, Food Safe GMP, Compliance, and Human Resources. Budget and P&L responsibilities with focus on cost containment and profit growth programs.

• Complete overhaul of the business operation to support aggressive growth targets. o Separating the paper/plastic operation into two separate manufacturing operations. o Target of doubling the size of the company within five years.

• Established world-class state of the art thermoforming operation providing the foundation for future growth. o Conversion of warehouse to thermoforming production operation will all new ancillary equipment. o Installation of six additional high-speed, high-volume thermoforming lines.

• Established multi-warehouse locations to support the manufacturing operations using JIT methodology.

• Successful management of operations during COVID-19 years (2020-2021) maintaining positive EBITDA. o Maintained positive relationships with existing customers without sacrificing customer demand.

• Improved On-Time Delivery from 73% to 98+% with sustained results Year-Over-Year (YOY).

• YOY achievement of Budget and Capital Expense targets while improving EBITDA earnings.

• YOY increase in Sales per Employee and Throughput per Employee.

• Education program for Management’s correlation of manufacturing excellence to financial performance.

• Achieved more than doubling the company sales and EBITDA with foundation for continued growth. BURTON D. MORGAN MENTOR PROGRAM Cleveland, OH 2017 to 2021 JumpStart’s Burton D. Morgan Mentoring Program matches entrepreneurs with experienced mentors, who donate their valuable time because they believe supporting the next generation of great business leaders is the key to a vibrant economy.

BUSINESS MENTOR (2017 to 2021)

Provided guidance to entrepreneurs and startup companies to promote sound business plan development for successful launches of products offered. Mentoring sessions were interactive and provide one on one coaching to minimizing the trial-and-error approach to building a business. My background in manufacturing operations provided many opportunities to work with multiple entities during my tenure at JumpStart. Page 2 of 5 Michael R. Claxton

ROHRER CORPORATION Wadsworth, OH 2013 to 2017

Market leader in printing, coating, and plastic solutions for high-visibility retail consumer packaging. VICE PRESIDENT OF OPERATIONS (2014 to 2017)

Part of the Senior Executive Leadership team responsible for multi-location Manufacturing Operations, Customer Service, Technical Services, Capital Spending, Safety, Environmental, and Corporate Compliance. Budget and P&L responsibilities with focus on cost containment and profit growth programs.

• Improved On-Time Delivery from 73% to 98+% in ninety days with sustained results Year-Over-Year (YOY).

• YOY achievement of Budget and Capital Expense targets while improving EBITDA earnings.

• Development of employee Gainsharing Program resulting in annual KPI target improvements.

• YOY increase in Sales per Employee and Throughput per Employee.

• Education program for Management’s correlation of manufacturing excellence to financial performance.

• Acquisition and integration of largest competitor without interruption to business or customers. DIRECTOR OF CONTINUOUS IMPROVEMENT (2013 to 2014)

Lead the design, development, implementation, and training for Lean Methodology in all operations of the company. Developed Key Performance Indicators (KPI) and Reporting System to track progress and correlate results to financial performance. Standardization of multi-location manufacturing data collection creating baseline for data drive decision making.

• Company-wide development and implementation of Procurement-To-Payment (P2P) process resulting annualized missed discounts reduced from over $300K to under $10K with sustained results YOY.

• Developed continuous improvement plans for company-wide deployment of Lean Methodology resulting in improved workflow, effective problem solving, and numerous waste reductions. BI INFORM, INC. Stow, OH 2011 to 2013

Specializes in integrating and deploying business intelligence, planning, and performance management packages using Cognos and Anaplan software while utilizing proven project management practices to ensure success. DIRECTOR OF CONSULTING SERVICES

Lead design, development, implementation, and training for Anaplan cloud-based software. Provides project management services to clients and guidance on identifying critical Key Performance Indicators (KPI) for accurate business performance measurement. Interfaces with OEM software vendors ensuring continuity of services. A. SCHULMAN, INC., Akron, OH 1990 to 2010

$1.3B Leading manufacturer of plastic resin for automotive and packaging industries with worldwide operations. DIRECTOR OF QUALITY, SAFETY, ENVIRONMENTAL, CONTINUOUS IMPROVEMENT (2009 to 2010) Continued management responsibilities for North America Quality, Safety, Laboratory, and Environmental systems focusing on reducing system support costs as result of company re-structuring program.

• Established North America Operational Excellence program based on four key pillars of operations: Workplace Safety, Asset Productivity, Continuous Improvement, Environmental Management. Examples of improvements through program include: 311% improvement in plant batching operation, 82% reduction in blender change- over time, 60% reduction in line change-over time, 80% reduction in raw material inventory loss, 50% reduction in production lead times.

• Standardized safety program requirements and reporting including monthly conference calls with Corporate. Established safety information sharing with European Division to increase awareness of potential global safety issues and provided immediate feedback to operations allowing preventive measures to be taken.

• Served as Member of Corporate Acquisition Team responsible for environmental and safety assessments of potential businesses. Included coordination of third-party service providers and with European division of Schulman for internal and external environmental assessments.

• Developed standardized format for web site for Quality and Environmental information.

• Redesigned Quality System to provide paperless system support requirements and reduced staff from 6 to 2. Page 3 of 5 Michael R. Claxton

DIRECTOR OF OPERATIONS POLYBATCH DIVISION (2007 to 2009) Responsibilities included management of manufacturing operations in US and Mexico. Budget responsibility totaled

$38M. Developed manufacturing strategies in coordination with marketing group for company growth.

• Managed multi-location sub-contracting operations including contract management, planning requirements, coordinated improvement projects resulting in 68% OTD improvement, 37% reduction in quality defect, 40% improvement in raw material inventory turns.

• Directed development and installation of new plant using state of the art technology and utilizing Lean Manufacturing as foundation for plant operation, allowing for 50% reduction in manpower requirements over traditionally staffed manufacturing operation.

• Coordinated technical knowledge transfer with European Polybatch Division to improve North America color matching capability and equipment utilization.

DIRECTOR OF QUALITY, SAFETY, ENVIRONMENTAL, & CONTINUOUS IMPROVEMENT (1998 to 2007)

(Transferred to Corporate Office in January 1998)

Management responsibilities for North America Quality Systems, Safety Programs, Laboratory Testing, Product Certifications, Environmental Compliance, and Continuous Improvement Systems.

• Led companywide quality system migration through multiple levels of registration/certification in various quality standards, including consolidation of independent quality systems into single quality system for North America operations and the Corporate Office. For manufacturing operations, migration path included ISO 9001, QS 9000, and ISO/TS 16949:2002. For laboratory operations, path included ISO Guide 25 and ISO 17025.

• Provided strategic plan to senior management. $3M budget responsibilities including head count requirements for all locations related to quality systems. Interfaced with all levels of organization and provided organization representation to all external sources (customers, suppliers, regulatory, consultants, legal, etc).

• Functioned as team leader responsible for design, development, and implementation of business ERP system for demand portion of business for US and Canadian operations.

• Coordinated Y2K compliance for North America manufacturing laboratory operations to ensure continued fail- safe operation.

• Managed Safety, Environmental, and Regulatory programs for all North America operations.

• Developed paperless documentation system that eliminated all written documentation for Manufacturing, Laboratory, Safety, and Environmental operations throughout North America saving $2.4M by building application in house.

• Oversaw development, management, and implementation of company-wide education program for continuous improvement including coordinating outside consultants and customers. Results included; complete redesign of several plant operations resulting in 28% reduction in overall operating expenses, 38% reduction in product testing costs utilizing statistical techniques, 28% improvement in laboratory operation through complete redesign of work flow without head count addition, and 68% improvement in production capability through Kaizen events.

QUALITY SYSTEMS MANAGER, Nashville, TN Plant (1996 to 1998) Additional responsibilities added for development, implementation, and management of formal quality system in preparation for ISO 9001 registration including management of all continual improvement programs for facility and acting as company representative for all external quality requirements.

• Achieved ISO 9001 registration within 6 months saving company $200K by reducing dependence on outside consulting services.

• Developed quality system documentation structure that was adopted by corporate office resulting in 30% reduction of system maintenance requirements.

• Managed and coordinated all external audits conducted by customers, suppliers, and registrars. PROJECT / SYSTEMS MANAGER, Nashville, TN Plant (1995 to 1998) Responsible for management of capital projects, 15-person Maintenance Department, plant network and computers with overall $4M budget responsibility.

• Improved facility wide PM program through utilization of Maintenance Department personnel resulting in 20% reduction in total costs over using outside vendors. Page 4 of 5 Michael R. Claxton

• Maintained business network system including server support, desktop computer and support, Macola business system, AT&T telephone system, and network cabling requirements.

• Provided training and support to 75-person user group of Lotus SmartSuite and Pegasus email system.

• Developed software solutions for Customer Service, Planning, Manufacturing, Laboratory, and Maintenance departments eliminating hardcopy documentation.

PLANT SUPERINTENDENT, Nashville, TN Plant (1990 to 1995) Responsible for $4M budget and management of 108 persons, 7-day, 4-shift operation producing custom compounded thermo plastics servicing diverse range of consumer applications. Duties included HR responsibilities and management of manufacturing, laboratory, and production maintenance personnel.

• Reduced turn-over rate 78% by creating formal training programs for plastics extrusion technology.

• Reduced quality defects 35% by establishing shop floor QC laboratory operation providing real-time testing feedback to manufacturing.

• Re-designed manufacturing process and implemented formal PM program resulting in 38% reduction in maintenance and repair expenses.

RING CAN CORPORATION, Monticello, IL 1988 to 1990

Multinational corporation focused on finding sustainable solutions for consumer packaging industry. The Monticello Plant was single source provider of PVC coffee creamer jars to Kraft Foods – Humko Division. PLANT MANAGER / ACCOUNT MANAGER

Responsible for Marketing, Sales, Product Design, Budgeting, and Plant Management of blow-molding facility.

• Reorganized and redirected problem-ridden plant to restore balance and revenue growth. Achieved complete turn-around within four months through various improvement projects resulting in; inventory loss reduction from 20% to 0.5%, quality reject rate reduction from 35% to 0.5%, maintenance and repair expense reduction of 34%, payroll overtime cost reduced from 35% to 0%, on time delivery improvement from 65% to 100%, first pass production quality improvement from 55% to 95.5%, plant total inventory reduction by 35%.

• Established joint partnership with Humko planning department to create daily production planning meetings resulting in JIT inventory while maintaining 100% OTD. Humko’s re-established confidence in plant performance resulted in extended contract as single source supplier of PVC coffee creamer jars. Page 5 of 5 Michael R. Claxton

EDUCATION / JOB-RELATED TRAINING

• Business Administration, Computer Science, Vol State College, Gallatin, TN, 1992

• Business Administration, Parkland College, Champaign, IL 1978

• Certified Lean Six Sigma Black Belt, Lean Six Sigma Academy, LLC, June 2005

• Advanced Microsoft Access, ExecuTrain, April 2001

• RoboHELP, eHelp University, March 2001

• Managing Change Management, Sterling Institute, October 1998

• Management Makes the Difference, Sterling Institute, June 1998

• Accredited Lead Auditor, Excel Partnership, December 1997

• DuPont STOP Safety Program, DuPont, September 1992

• Design of Experiments, Aeroquip, November 1991

• Managing Safety, DuPont, October 1991

• Statistical Process Control, Aeroquip, July 1991

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