Greetings:

Below are a few highlights of my career, which are leveraged best practices gathered from multiple industries that have withstood the scrutiny of many state and federal auditing bodies.

I have delivered results, from a monthly departmental budget of $658,000 to a full P&L balance sheet of a $165M international business unit comprising of multiple facilities. My succession management planning has led to sustained business results which have impacted the bottom line. I am open to relocation as well as heavy travel, including internationally.

Leadership transcends all business models. A wise man once told me, “No candidate is perfect, but some are just more perfect than others.” My diversified experiences have helped influence the bottom line of many business models and challenge the status quo by delivering financial value to the bottom line.

Importantly, I can offer the following value-adds that would be crucial in moving any company forward:

A macro level leadership impact on small and large teams with a clear strategic vision.

The ability to leverage “Best Practices” from many industries and identify Growth Opportunities.

Proven collaboration in team building to develop and execute a strategic plan for growth.

Firm understanding of accounting systems IFS/SAP to a micro level business fundamental of reading blueprints and building modifications with the strategic forward thinking of built-in expansion points of electrical, plumbing and mechanical needs for the future to include Solar Applications and Electrical Vehicles.

An excellent ability to communicate effectively at the Board level, as well as with the professionally licensed engineers (industrial, materials, electrical, mechanical, process), other facility internal customers, and external customers.

Strong Lean Six Sigma toolset to help develop solutions to other customer problems.

Recruiting, Labor Relations experience, including being a Management Strike Team member.

Compliance with State and Federal legislation, CMS, Texas Public Health Code and numerous Joint Commission Inspections.

In closing, my ability to influence (Union & Non-Union Operation) and simplify complex issues which translates into strategic action plans from a white paper to a standard operation process with enduring results has borne scrutiny and numerous quality audits of the US Department of Agriculture, Food and Drug Administration, US Department of Labor (Teamsters in Cincinnati, Cleveland, Miami, and Boston ), Department of Transportation, Federal Railroad Administration, American Petroleum Institute, Chlorine Institute, Environmental Protection Agency, TECQ, OSHA, the Joint Commission (Life Safety Code 2012), and ISO certification of 9001 and 14000 (re)certification, as well as many international client audits. Operational knowledge of 500 kVA Generator, Boiler, Chiller and Ammonia Refrigeration operations.

As a well-rounded executive in High-Speed Automation in Manufacturing, with in Food & Beverage Industries, Chemical Manufacturing which were (Class 1 Div. 1) operations, New Build Operations for Chemical Plant expansion 80K sq. ft., Off Shore Oil & Gas Operations to include emergency response solutions to the “Deep Water Horizon” Rig Operations, coupled with my Private Equity Budget / Finance knowledge would be an ideal fit for your operation.

If you have any other questions, please do not hesitate to call me at 832-***-****.

Sincerely,

Art Torrey

ARTHUR G. TORREY

1954 Shadow Rock Drive Tel: 832-***-****

Kingwood, TX 77339-2234 Email: ad3xdg@r.postjobfree.com

PROFIT & LOSS $163 MILLION INTERNATIONAL OPERATION SPREAD ACROSS MULTIPLE BUSINESS UNITS COST REORGANIZATION MATRIX DRIVEN WITH LEAN/SIX SIGMA

Seventeen years of progressive character-based leadership in multiple industries with a comprehensive knowledge of cultural challenges within multiple departmental operational issues. Proactively creates collaborative teamwork vital to supporting and accomplishing critical objectives. Senior managerial experience in Union/Non-Union international manufacturing operations and administration

KEY ACHIEVEMENTS

Operational Excellence

• Strategically initiated a Total Preventive Maintenance Program which improved the Scheduled Preventive Maintenance program by 25% with a reduction of Head Count by 33%, P&L $165M. Completed multiple ISO audits.

• Managed the global distribution/supply chain via air, land, rail and sea in excess of 3000+ products for five facilities.

• As one of four executives on the Operations Leadership Team, developed and executed a multi-million-dollar raw material savings within the manufacturing process, reduced raw material operating costs by $1.3M annually on plant equipment, and initiated numerous capital investment projects.

• Influenced Third Step Arbitration Procedures (Numerous Unions within the Teamsters); successfully became an OSHA Certified Voluntary Protection Program site, and passed multiple audits for USDA (Beverage Industry), Department of Transportation (Off Shore Oil & Gas), EPA (Chemical Operations), and Joint Commission Audits (Health Care).

Innovation for Superior Performance

• Changed the QHSE culture which improved each year from FY09-FY14. Slashed operational costs by one-third as a result of merging two business product models into one Super-Site, resulting in an aggregated cost savings of millions of dollars to the bottom line of the P&L, responsible for 700 full-time employees with the ability to add 500 associates.

• Led and executed crisis response management projects for the British Petroleum Gulf Coast oil crisis (aka Deepwater Horizon off the coast of Louisiana) with 100% on-time delivery that exceeded expectations.

• Rescued brand names through a “Total Product Recall Nationwide: Quest Beverages and Varn Chemical Products.

• Reshaped a $150M business operation in 120 days, which generated favorable key business indicators to include 29% man-hour per part rating, 34% increase in mold turns which also impacted R&D initiative by favorable variance of 10.7%, and rolled out new product lines which impacted the bottom line of our P&L.

Projects

• Consolidated five chemical manufacturing sites into one, which became the Largest Specialty Chemical Manufacturing Facility in Batavia, Illinois; managed boiler/heat exchange operations at multiple sites.

• Administrated Pre-Planning, Design, Construction, and Execution of the construction/new equipment of a $20M investment which had a 100% Return on the Investment within seven months in South Florida.

• Conducted Cost Reduction Phase 3 assessments, built in expansion profiles for future new product lines that withstood the scrutiny of audits from DOL/OSHA/DOT/USDA/FDA/EPA/TECQ, State Fire Marshalls Audit and the Federal Bureau of Investigation. Led Packaging initiatives with International Paper Corp.

Community Involvement

• Veterans of Foreign Wars Post #4816, Life Member - Judge Advocate

• Knights of Columbus Post #2517, 4th Degree Knight

• U.S. Marine Corps League Post #668, Life Member

Education

• Master’s Degree - Golden Gate University, San Francisco, California

• Bachelor Degree, economics - University of Tampa, Tampa, Florida

Development Professional

• A student of Dr. Edward Deming (Lean / Master Black Belt)

• Instructor of Project Management (MS Project)

• ISO 9001:2008 Auditor per BSI Certificate #769***-*****

• Business Growth Consultant – Certified by Doug Hall @ Eureka Ranch International

• SAP, Maximo and IFS Operating Systems and Texas Apprentice Electrician License #333940

MILITARY EXPERIENCE

United States Marine Corps - (Infantry/1st Sergeant (E-8) Honorable Discharge);

“Your Honesty Broker” who came from the trenches of reality continuously interacted with Field Grade Officers. Travel to every continent except Africa or Antarctica. MOS: 0321 Reconnaissance Marine/0369 - Staff Non-Commissioned Officer Infantry/0631- Communication Operations/0323 - Airborne U.S. Marine/8999 - First Sergeant US Marine Corps/ 8156 - United States Embassy Operation with a Top-Secret Clearance

BUSINESS EXPERIENCE

DIRECTOR LEADER VEOLIA Water Technology COMPANY 2022 – Present

• Improved Customer Satisfaction by 8% and integrated multiple business operating systems. Improved Customer delivery by 9% and improved our Fleet Cycle time by 11% improved the Equipment Up Time by 14% on a Fleet of 192 Trailers.

• Developed a “Succession Management Plan” / “Mentor Program” which will be self-sustaining, in two Manufacturing / Distribution Centers, in 8 months reduce our Haz Waste Exposure by $520K…. Through Cross Training reduced O/T by 5%, Challenge the Status Quo and through Kanban reduced inventory by 13% to JIT modeling. Expanding 10 acre site!

• Full P&L role which accounts for 50% of revenue for the North American Business model and achieved ISO certification. Broke the Volume Record for both sites in 2023, Improved Inventory accuracy by 4.5%.

Director LEADER BAKER Hughes Oil and Gas Company 2022 – 2022

• This was a Turn Around 20-acre Operation; almost all Key Business Indicators were trending in the WRONG directions, case in point in 90 Days I took the Safety Culture from an 85% to 96.13

Created policies and established processes of accountability, initiated a multi-million-dollar LED Light Project, delivered results through LEAN Manufacturing concepts, rolled out an MPS Software System in which I received an award for 2022 from (SOCMA – Society of Chemical Manufactures & Affiliates) for Performance Improvements.

• For many months this facility has been first in Productivity with a reduced work head count of 20%. Took a Contact Maintenance business model from “Charge me any price to - Am I getting value” relationship of accountability. Achieved a Corporate Audit rating of 96% on the Employee Competency Program that is now real vs. “Pencil Whipped”. Elevated productivity 9 % in Five Months.

• Full P&L of the North American Business unit and addressed outdated S.O.P.’s from 2015.

Facilities MANAGER (H.I.G. Private Equity – For-Profit Hospital Operation) 2015 – 2022

A standing member of American College of Healthcare Executives, continuously interfacing with County Officials

• Successfully completed multiple Joint Commission Audits with stellar results, and four Annual Fire Marshall Audits with zero deficiencies. Exceeded audit requirements for the Texas Public Health Code and Federal legislation per CMS standards. QHSE Business Indicator - zero issues to date on a 19-acre site supported by a 500 kVA generator.

• Strategically initiated a Total Preventive Maintenance Program which improved the Scheduled Preventive Maintenance program by 25% with a reduction of Head Count by 33%, and reduced costs by 18% though enhanced vendor relationships, reduced kitchen equipment repair costs by 6%.

• Full P&L of Maintenance Budget, along with 3rd Party Maintenance Vendors (all trade groups, i.e., HVAC, plumbing, bio-medical equipment, Cumming generator operations, waste remediation, grounds maintenance and capital projects).

• Authored and published the Emergency Response Plan supporting the Environment of Care component prior to Hurricane Harvey, which was flawlessly executed. Created an equipment specification process, which mitigated cost variances on material/labor by 9%.

Multiple-Site Plant Manager 2010-2015

Trelleborg OFFSHORE Oil and Gas, Inc., Houston, Texas

(Plant Closed)

Senior Executive Compensation Package and a VERY restrictive non-compete that has expired

• Full P&L of a $165M international unit encompassing 700 employees with the ability to flex another 300 FTE associates in multiple disciplines: manufacturing/field service, quality, and global distribution provider via air, land, rail and sea, engineering/maintenance, safety, and supply chain associated with subsea offshore business applications.

Sales - Strategically leveraged “Aftermarket Commercial Sales” with Total SA of France.

• Led and executed crisis response management projects for the British Petroleum Gulf Coast oil crisis (“Deepwater Horizon” off the coast of Louisiana) with 100% on-time delivery during the solutions that exceeded expectations.

• As one of four executives on the Operations Leadership Team, developed and executed a multi-million-dollar raw material savings within the manufacturing process, reduced raw material operating costs by $1.3M annually on plant equipment, and initiated numerous capital investment projects averaging $5.7M. with Polymer and Polyurethan applications.

•Travel: moderate; France

Business Consultant 2007– 2010

JLT Associates / Eclipse Global Transformation Group/University of Houston

Houston, Texas

Food Manufacturing, Oil and Gas Manufacturing and Chemical Manufacturing

• Improved commercial sales by 6% through enhanced program deployment strategies within Tier One organizations such as: Emerson Electrical, Baker Hughes Oil & Gas, Seaboard Corporation, PSC Environmental Remediation, T-3 Energy Services; enhanced the technical transfer of numerous client systems: 5-S, Total Productive Maintenance, SMED Application, Kanban.

• Travel: Heavy; coast-to-coast and Central America

Multiple-Site Plant Manager Chemical Manufacturing 2003-2007

Flint Chemical Group, Houston, Texas

Printing Industry (Plants Closed)

• Consolidated five chemical manufacturing sites into one, which became a super site. Constructed a “New Construction” Chemical Plant in Batavia, Illinois. Provided global delivery via air, land, sea and rail of 3000+ finished goods SKUs.

• Reduced Inventory levels by 66% and successfully passed Re-Certification of ISO 9001:2008 and ISO 14000.

• Travel: Heavy; coast-to-coast

Production Manager Chemical Operations & HDPE Bottle Manufacturing & Packaging 2000-2003

CLOROX PRODUCTS, INC., Houston, Texas

•Spearheaded Manufacturing, Safety, Quality Assurance, Engineering/Maintenance and Distribution departments within a self-directed workforce for a three-shift bleach operation. Chlorine gas transported via rail per DOT and FRA standards. Maintained a nationwide product distribution network. Quality improved by 10%.

• Championed all budgetary components associated with these departments; facilitated SMED concepts and Behavior Based Safety Programs. Reduced a 24-hour daily operation to a 16-hour, five-day a week operation. Executed an On-Site HDPE Bottle Molding operation with a third-party supplier, and managed boiler heat exchange operations.

•Catalyst for building expansion which doubled our building square footage and executed our Capital Project of the installation of the HDPE Manufacturing Equipment.

•Travel: moderate; California

Production Manager – High-Speed Manufacturing 1989-2000

Coca-Cola, Inc., Hollywood, Florida and Pepsi Cola Bradenton, Florida

• Non-union, high-speed packaging of 4000 cans per minute; delivered a $20M expansion investment with a ROI in seven months. Participated in three Union bargaining concerns (Boston, MA; Cleveland, OH; and Cincinnati, OH). • Influenced Third Step Arbitration Procedures (Teamsters Local 173); Quest Project Consolidation; Corporate Leadership Team Member with Dr. Edward Deming. Coordinated capital expansion projects in the manufacture of HDPE Bottle Molding;

Contact this candidate