Daniel M. Fratangelo Home Telephone: 315-***-****

**** **. *** ******** *****: 717-***-****

North Rose, NY 14516 Home Email: adbcdz@r.postjobfree.com LEADERSHIP EXPERTISE

• Lean Leadership • Driver of Continuous Improvement

• Union Labor Relations / Negotiations • FSSC22000, AIB, ISO 14001 & OSAS 18001

• Multi-Process Manufacturing Experience • Strong Financial Performance Track Record

• Experienced Aseptic Processing Leader • Project Management

• Liaison for FDA, OSHA& NYS regulatory agencies • Product Development

• Maintenance Management/Process Development • Strategic Planning and Implementation Strengths Expert in continuous improvement of manufacturing, distribution and transportation processes, delivering a safe work environment while producing & delivering high quality products in a competitive cost-efficient manner.

PROFESSIONAL EXPERIENCE

Keurig Dr Pepper / Motts LLP, Williamson, NY, Aspers, Allentown & Bethlehem PA, Avenel, Bordentown & Robbinsville, NJ, Essex & Williston VT, Tinley park & Bedford Park IL, Toronto Canada

1993 – September 2019

$21 billion corporate annual sales, international, multi facility manufacturer of consumer products; Producing, distributing, marketing and selling juice-based beverages, coffee and applesauce. N.E. Regional Director, Distribution & Transportation (February 2014 to September 2019) Senior management level position with oversight of (12) regional distribution center locations, across multiple states & Canada. Oversight of the N.E. Region transportation relationships to include dedicated fleets and Canadian relationships. Total of 3.5mil sq. ft. in warehousing distribution space moving ~1000 loads of product per day. In this role I had (14) direct reports with oversight of (41) salary & (474) fulltime Union & Non-Union hourly employees with (~364) temporary associates. Accountable for annual finished goods, raw and packaging material inventories worth over 350 million. This role also encompasses 14.8 million case repack operations annually, (3) 3PL finish goods warehouses and (2) R&P material warehouses to include contractual negotiations. This role also managed the regional Ryder 3PL relationship with satellite offices in four of the six locations.

• Tactical & Strategic planning developed 1-3 years for NY, PA, NJ, IL & VT.

• Reorganized NJ site, delivering a cultural change with new leadership team.

• Green field startup company “Bai Brands” inclusive of full SAP EWM go live execution. Lean practices / continuous improvement journey continues to date.

• Strategic Safety Program -Reduced OSHA Recordable incidents from (11) in 2013 to (2) in 2014 with Zero in 2017, 2018 and (1) in 2019.

• Successfully negotiated multiple 4yr & 5yr CBA for IL & NJ site. CBA increase to starting wage was offset by senior increase reduction. Overall 4.9% increase across the life of the contracts. It now allows for better talent to make entrance to the business.

• Lean Principle Driver of the Journey – TPM, VSM, 5S & Leader Standard Work –ongoing forever journey in these disciplined areas of lean. Leader and believer of Visual management for operations

(aligning teams for all sites) – drives great communication, fosters a continuous improvement environment and improves performance in the metrics. 5S implementation in all my sites.

• Engrained continuous improvement into culture at my sites with employee support and acknowledgement – Aspers site is where others go to see “what good looks like”. My other sites and KDP sites across the nation are working on the same journey.

• Successfully planned / lead an SAP version 6.0 - WMS go live launch to include direct ship from manufacturing scheduled to execute on 10/1/15.Then repeated EWM go live(s) 2015-2019 at multiple sites.

• Recognized as transformation leader for purchase of independent bottling company in Bethlehem PA.

• $890K savings in resetting co-packing operations and redevelopment of platform packaging

(required building relationships with sales, marketing, planning and senior leadership)

• Delivered a 4% save on my $25 million AOP year 2018. Big call outs on savings; increased cases/DLH reducing labor, dunnage recycling, transportation & shuttle consolidation and empty mile reduction.

N.E. Logistics Manager (November 2010 to February 2014) This is a senior management level position requiring oversight of multiple locations across multiple states. In this role I have (125) hourly employees, including a staff (10) salary positions. Accountable for annual finished goods, raw and packaging material inventories worth over 110 million on any given day. This role required coordination of six 3PL finished goods warehouses along with three raw and packaging warehouses.

• Strategic planning for 1-3 years developed for both NY & PA.

• Reduced 3PL footprint to (3) finished goods warehouses though development of pull replenishment and process change to ship under incubation. (2.9 million annual savings)

• Kaizen events to include days of coverage reduction, Warehouse slotting and time travel improvements & apple concentrate storage & transportation.

• Successfully executed two SAP version 6.0 - WMS & EWM go live launch in three days

• Engrained continuous improvement into culture at PA site through employee support and acknowledging their wins.

• 5S implementation in Aspers, PA site.

• Stock transfer planning brought into local region from central planning Aspers, PA & Williamson, NY

• Delivered P&L year to date – on target to deliver a 5% savings across operations by year end.

• Aligned metrics for sites – Safety, Quality, Delivery, People, Process & Procedures. Logistics Manager (November 2007 to October 2010)

This is a senior operations level, leading (61) employees to include a staff of (5) salary positions. Accountable for annual finished goods, raw and packaging material inventories worth over 30 million on any given day. This role required coordination of five 3PL finished goods warehouses along with three raw and packaging warehouses.

• Achieved AIB superior rating year on year

• Drive $855k savings in reduction of OTR shipments to regional distribution centers through innovative dunnage practices.

• Reduced working overhead and headcount through procedure documentation and training – reinforcing the strength of the asset (people).

Aseptic Operations Manager (May 2004 to November 2007) Manage a world class Aseptic and Cold fill bottling manufacturing department, accountable for leading the delivery of Supply Chain initiatives through Continuous Improvement, P&L accountability and driving Quality Assurance.

• Member of executive management team, reporting to the Plant Manager, fulfilling the role of Deputy Plant Manager in his absence.

• Served as Maintenance Manager for site to oversee budgetary control.

• Appointed to this position to halt profit erosion. Strategically restructured operations to deliver profitability.

• Direct administration of several salaried direct reports and 70 employees in a 24/7 operation.

• Developed a formal business system including strategic planning formation, restructuring of management, implementation of shop floor controls and lean manufacturing initiatives.

• Implemented improvements to increase net line speeds, with reduced scrap/waste - delivering 15% increased net output, utilizing the same direct and indirect labor content.

• Re-engineered multi-million-dollar expansion from 2003, determined and expedited selected capital investments to resolve problematic processing issues.

• Prepared a three – year operations plan, including department restructuring, process automation and capital spending requirements and organizational structure to lead aseptic operations into lean manufacturing.

Operations Manager (Mar 2000 - 2004)

Manage a world-renowned Applesauce and Hot Fill bottling manufacturing facility. Accountable for multiple processes and departments, exceeding world class - sustainable performance.

• Member of executive management team, reporting to the Plant Manager, fulfilling the role of Deputy Plant Manager in his absence.

• P&L accountability for indirect and directs, delivering favorable results annually.

• Direct salaried staff of four and 175 employees across five departments in a three-shift operation.

(Applesauce Production, Juice Bottling, Field Operations, Wastewater Treatment and Fleet Maintenance)

• Improved net output 15% -23% across seven production lines, utilizing lean manufacturing initiatives and selected capital improvements.

• Project manager for two new line extensions acquiring $6 million in assets, driving line commissioning completion within two weeks, utilizing continuous improvement methods.

• Year on year, delivered multiple capital projects delivering $300k in annual savings

• Developed and implemented preventative and predictive maintenance tracking processes for production and fleet assets. Groomed processes to a mature state.

• Restructured Wastewater Treatment process through automation delivering labor and energy savings while improving repeatability of process.

• Instrumental in driving ISO-14001 through exceptional performance of the 1.2 mgd WWTP, delivering zero exceedances and developing waste elimination/prevention programs for the facility. First Food Manufacturing facility to achieve this registration, recognized by the Governor of N.Y.S.

• Team leader to develop HACCP process in production facility, mapping processes and achieving compliance for all regulatory agencies.

Preparation Manager (Aug 1997 – 2000)

Manage complex batching process facility delivering 74 million gallons of finished premium juices to support production lines. Manage commercial processing of apple pressing to concentrating with logistical accountability for shipments of finished goods. Direct line supervision for multiple departments to include Juice Preparation, Field Operations, and Fleet Maintenance.

• Report directly to the Plant Manager

• Accountable for daily operations of 50 union employees in a 24/7 and a three-shift operation.

• Develop annual budgets.

• P&L Accountability for directs and indirects.

• Restructured department to a split 24/7 operations to improve profitability and deliver superior performance.

• Facilitator for departmental and Best Practice Operator training.

• Restructured outside operations (Field Operations) to effectively drive throughput, achieving the recognized status of “The largest apple processing facility in the world”. EDUCATION:

Sodus Central School

Rochester Business Association

Leadership for Group Leaders, Leadership for Supervisors, Business Writing, Comprehensive Workforce Management, Lean Manufacturing.

Cayuga Community College Fulton, New York

Associates degree in Business 3.8GPA

Ziff-Davis & Harrisburg Area Community College

Microsoft Word, Excel, Access, Outlook and Lotus Notes Motts L.L.P.

Targeted course work - Business management, HACCP, GMP, Environmental Seminars, DEC Wastewater compliance, SAP, Lotus Notes,

Dale Carnegie

APICS - Basics of Supply Chain Management

Lean Six Sigma – KDP Green Belt

PROFESSIONAL AFFILIATIONS:

• APICS Member – Rochester NY

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