MICHAEL T. OXFORD

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

Paxton, MA 01612

Mobile: 508-***-****

adbc65@r.postjobfree.com

OPERATIONS AND ENVIRONMENTAL, HEALTH & SAFETY LEADER Operations and business leader with an outstanding record of engaging teams and larger organizations to make workplaces safer, compliant, and more environmentally responsible. Able to cover the range from “hands on” to strategy development. Strategic and effective change agent. Proactive and audience-focused communicator – rapidly engender trust and establish strong rapport with senior executives, colleagues, associates and customers. Exceptional team player – work effectively and collaboratively with all functions and organizational levels. LEADERSHIP AND MANAGEMENT COMPETENCIES

Environmental, Health & Safety Management – Behavioral Safety Processes • 5S Implementation Policy and Procedure Development • Policy and Procedure Communication • Environmental, Health & Safety Training OSHA Compliance • Auditing for Compliance • Auditing for Opportunities for Improvement • Lean Manufacturing Environmental, Health & Safety Management Systems • Incident Investigation, Root Cause Analysis, and Preventive Action Regulator Relationship Management • Safety Plan Development and Implementation Human Resource Management – Organizational and Individual Development • Team-Building Hiring and Onboarding Processes • Succession Planning • Performance Management and Salary Administration Union and Employee Relations • Contract Negotiation Project Management – Cross-functional Team Leadership • Project Chartering • Budget and Resource Management Preparation of Capital Project Funding Requests • Capital Budget Management • Project Planning and Execution Business Leadership – Strategic Planning and Vision Development • Business Portfolio Management Business Planning • Cost Control and Reduction • Strategic Communications Operational Excellence – Benchmarking and Best Practice Transfer • Good Manufacturing Practices • Six Sigma Quality Systems and Auditing • Structured Problem-Solving PROFESSIONAL EXPERIENCE

CONSULTANT, SELF-EMPLOYED, Paxton, MA December 2018 to Present Specialized environmental compliance, organizational and customer relationship management consulting. SYNAGRO TECHNOLOGIES, Paxton, MA July 2015 to November 2018 Synagro is U.S.’s preeminent provider of biosolids and residuals solutions services. Headquartered in Baltimore, Maryland, Synagro provides cost-effective and environmentally-beneficial biosolids management solutions to more than 600 municipal and industrial water and wastewater facilities. Vice President of Operations for Incineration and Vice President, Northeast Region April 2017 to November 2018 Executive responsibility for safe, compliant, and profitable management of Synagro business in the Northeast region, encompassing New England, upstate New York, and eastern Canada.

• Reduced Total Recordable Rate by 70% through heightened leadership and individual accountability and increased team engagement

• Successfully led effort to maintain full operation and to stay in full compliance with EPA Consent Decree at critical processing facility

• Led Operations Team in winning 10-year contract to takeover dryer facility operations – first host contract takeover in last five years

• Led Operations Team in winning a 5-year extension at a critical host Incinerator facility

• Led seamless operational and organizational transition a for dryer facility takeover – within five weeks of contract award

• Increased EBITDA margin by 80% and gross profit margin by over $2 million from 2015 to 2017 MICHAEL T. OXFORD PAGE TWO

Director of Incineration Business Unit, Synagro Technologies July 2015 to March 2017

• Led Operations Team in winning a competitive bid process to extend contract incinerator operations at a critical host facility for an additional five years

• Improved alignment and teamwork as part of matrixed organization Included were large capital projects for mercury emissions controls, major plant refurbishments, and cogeneration system upgrades with total value of nearly $20 million.

• Instituted more rigorous planning processes to increase asset utilization, reduce transportation cost, and improve customer service

• Led Operations Team in selecting dedicated transportation contractor and seamlessly transitioning to contract hauling

• Strengthened planning and execution of major maintenance outages to improve equipment availability and to reduce total maintenance and operating costs

• Implemented new KPIs and reporting cadence to drive strategic focus to improve reliability and asset utilization MORGAN ADVANCED MATERIALS, Fostoria, OH and East Stroudsburg, PA May 2013 to November 2014 Morgan Advanced Materials is a global advanced materials technology company that provides highly engineered solutions to its chosen markets and customers. Morgan Advanced Materials products are fundamental components or enabling technologies for many of the modern world's sophisticated products. General Manager

Executive responsibility for safe, compliant, profitable operations of Fostoria, OH and East Stroudsburg, PA plants. Both plants manufacture high-performance electrical block materials for global supply to Morgan electrical brush finishing plants. Combined annual global sales for electrical products supported by the two plants’ electrical block production is approximately $90 million. The East Stroudsburg plant also produces customized electrical brushes for demanding aerospace applications. Also served as a member of the North America leadership team for the Electrical Carbon business cluster.

● Both plants received “Most Improved” Safety awards at 2013 North American annual management meeting. o Fostoria Total Recordable Rate dropped from almost 6 in 2011 to 3.7 in 2012, and 2.2 in 2013. o East Stroudsburg Total Recordable Rate improved from 9.8 in 2012 to 3.3 in 2013.

● Fostoria plant reduced number of customer complaints by more than 70% from 2012 to YTD 2014. East Stroudsburg team achieved zero complaints for aerospace brushes in 2013 and so far in 2014.

● East Stroudsburg on-time delivery (OTD) for aerospace brushes improved from 97.1% in 2012 to 99.6% in 2013.

● Participated as lead North American Manufacturing representative in strategic business review of global electrical block operations. Rationalization plan from this review selected the Fostoria and East Stroudsburg plants as the sole remaining electrical block material operations to support all global electrical material needs. Operations in Wales, China, and India were selected to discontinue electrical block manufacturing as a result of this review.

● Both plants qualified for full bonus payments in 2013.

● Both plants performed near or better than objective for all major KPIs (Safety, Quality, Delivery, Cost, Working Capital) in 2014. Qualified for nearly full bonus in 2014.

● Successfully negotiated one-year contract extension to address structural changes to hourly wages to meet critical skilled maintenance resource needs.

Site Director, Morgan Advanced Materials & Technologies May 2010 to April 2013 Executive responsibility for Fostoria, OH plant. In addition to electrical block materials, Fostoria is the global source for ultra- high-temperature (> 2500 C) graphite insulation materials, ultra-high-purity porous graphite materials (at detection limits for trace metals), and high-temperature graphite cloth products. Major markets served are transportation, energy, electronics, metals, and aerospace. Also served as a member of the North America Operations leadership team and global High- Temperature Products business team.

● Fostoria plant reduced number of customer complaints by more than 70% from 2012 to YTD 2014.

● On-time Delivery improved annually from 87.7% in 2010 to 99.8% in 2013.

● Successfully managed production ramp for surge of Insulation Products business in 2011 to more than double sales to over

$30 million.

● Reduced unit cost for major product line by over 35% via cross-functional Six Sigma team project.

● Safely managed installation of $7 million capital expansion for Insulation business – on time & on budget.

● Led cross-functional business team to grow business at major Electronics customer. Grew share at customer to increase sales from $1.0 million in 2009 to over $2.7 million in 2011.

● Managed quality, delivery, and unit costs of electrical block materials to support global annual sales of approximately $60 million.

● Defined and executed three salary team re-organizations in four years to manage overhead cost while continuing to meet and exceed business demands.

MICHAEL T. OXFORD PAGE THREE

CONSULTANT, SELF-EMPLOYED, Lexington, VA 2007 to 2010 Management and organizational effectiveness consulting with a focus on manufacturing operations. Provided tailored solutions that delivered breakthrough performance. Worked with a major manufacturer of microporous membranes to assess and address critical organizational needs by doing simultaneous technical project work and individual development of staff-level managers and process engineers.

● Led Kaizen interventions to find, correct, and prevent causes of major internal losses and external rejects. Mentored engineers and staff members in doing deep analysis and generating detailed project plans. Resulted in a 15% increase in plant’s 1st quality output.

● Facilitated strategic technology and best practice transfer with European sister plant. APPLIED EXTRUSION TECHNOLOGIES (AET), New Castle, DE 1994 – 2007 North America’s largest manufacturer of oriented polypropylene packaging and label films. Business Director 2006 – 2007

Set strategic direction and led cross-functional business team. Grew a mature $50 million business to a $60 million business while more than doubling profitability.

● Conducted a comprehensive assessment of business portfolio by product and customer. Improved profitability by

$750,000 through a combination of re-pricing and product rationalization.

● Cut product costs for portfolio by over $2 million through a combination of raw material cost reduction, asset rationalization, and targeted efficiency and rate improvements. Site and Plant Manager, Covington, VA 2002 – 2006

Breathed new life into a demoralized, low-performing plant. Set strategy for rapid new business development in each of three operations (blown film, coatings, and high-shrinkage film) and strengthened operational execution to increase operating income by $5 million.

● Improved unit-cost, yield, output, uptime, equipment availability, and order fulfillment through implementation of standardized operations, structured problem-solving, root-cause analysis and control planning, and by instilling an “every day” continuous improvement mindset.

● Engaged employees and strengthened safety systems to reduce recordable injuries (TRR) over 40% from 2002 baseline.

● Through sharpened customer-focus, root cause failure analysis, and effective control planning (targeted DMAIC process), cut customer claims rate by over 70% from 2002 baseline.

● Successfully implemented self-directed work teams and streamlined work rules in a union environment. Achieved annual labor cost savings of $1.8 million through re-design. Operations Manager and Technical Manager, Terre Haute, IN 1997-2002 As a key member of the plant leadership team, developed strategy and set direction for the largest, most-productive oriented polypropylene film line in the world. Initiated move to Operations Manager to lead a major project to implement self-directed work teams – transitioned all shift operations responsibilities to operators and eliminated shift supervisor positions.

● Plant achieved record-breaking performance during tenure – safety, quality, and unit cost. Most notably, the plant achieved three consecutive years of recordable-injury-free work. Prior Positions with AET – Operations Manager (Covington, 1995-1997); Maintenance Coordinator (Covington, 1994-1995) Prior Positions with Hercules, Inc. -- Area Operations Supervisor (Covington, 1990-1994); Senior Project Engineer

(Covington, 1987-1990); Project Engineer (Middletown, DE, 1985-1987); Project Engineer (Wilmington, DE, 1983-1985) Education and Professional Development

Carnegie-Mellon University

Bachelor of Science – Mechanical Engineering and Engineering & Public Policy (double-major) Conflict Resolution Training and Group Facilitation Kepner-Tregoe Decision-Making DuPont STOP and Behavioral Accident Prevention Processes Total Productive Maintenance (TPM) Program/Project Management

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