Plant Manager Executive

JAMES GEESEY

314-***-**** linkedin.com/in/jamesgeesey *********@*****.***

GLOBAL OPERATIONS & SUPPLY CHAIN EXECUTIVE LEADER

Taking Businesses to Next Level Through Operational Excellence Operations & Supply Chain Management Expert

Specialized experience in supply chain for world-class enterprises. Thought leader and practitioner of contempo- rary operations management, Lean and Six Sigma best practices. Seasoned negotiator. Strategist and executor with true global perspective, big-picture vision and value generation. Consummate Management Executive

Provides P&L oversight to organizations, multi-site operations, and domestic and international manufacturing plants. Builds consensus across multiple business units offering diverse products and services. Commercially oriented, financially disciplined, customer-centric and focused on performance, profitability and stakeholder value. Talented Organization & Team Leader

Communicates vision, engages, and retains high-performance workforces. Rallies cross-functional collaboration and teamwork. Relationship builder with a range of comfort and effectiveness that spans from the production floor to the boardroom.

AREAS OF EXPERTISE

P&L Responsibility Manufacturing & Production Management Lean & Six Sigma Advanced Sourcing Strategies & Analytics Cost Reduction, Containment & Avoidance Commodity & Indirect Materials Procurement Supply Network Design, Contracts & Relationship Management Board Advisory & Executive Decision Support Supply Chain Optimization Financial Planning PROFESSIONAL EXPERIENCE

STEFFES LLC Diversified, Privately-Held Fabricator and Contract Manufacturer VICE PRESIDENT INTEGRATED SUPPLY CHAIN (Steffes LLC Dickinson, ND) 2018 - present Recruited to bring large company supply chain expertise to mid-market manufacturer Member of senior management team reporting to President & COO. Five-Year Strategy hinges on Supply Chain function transformation.

Leadership Successes

• Reorganized Supply Chain department from tactical purchasing function to support rapid-growth business with focus on risk mitigation, cost containment, asset management, and operational agility

• Revised SIOP process to include cross-functional participation—including process tool development Operating Results

• Improved inventory by performance (Days On Hand) by 53% (127 DOH-60 DOH—($11M)

• Achieved Net Material Productivity of -5.3%

• Improved Days Payable Outstanding by 18 days

• Reduced freight as percentage to sales from 2.5% to 1.6% HILLENBRAND $1.6 Billion, Global Diversified Industrial Company – Global Operating Companies with Leading Brands VICE PRESIDENT GLOBAL SUPPLY CHAIN (Terrasource Global St. Louis, MO) 2016 - 2018 Member of executive management team reporting to president with global supply chain and operations responsi- bility. Led group of 6 direct reports and staff of 53 located in 3 countries. Member of the Board of Directors for Chinese operating entity. Emphasis on operational turnaround and introducing best-in-class manufacturing, sourcing, and materials management practices.

Leadership Successes

• Transformed Order-To-Cash and Manufacturing Value Streams-completely changing order fulfillment

• Conducted first interactive, competitive sourcing event of any Hillenbrand operating unit

• Consolidated three domestic manufacturing and distribution facilities into one domestic and one in Asia

• Redesigned manufacturing strategy to support changing market JAMES GEESEY https://www.linkedin.com/in/jamesgeesey Page 2 HILLENBRAND -Continued

• Aligned Customer Service, Procurement, Manufacturing and Logistics to reduce total cycle time by 46 days

• Integrated manufacturing engineering and operations functions

• Introduced single point of scheduling and CRP to operation that had no scheduling/capacity planning

• Developed monthly financial forecasting process to eliminate forecasting errors for corporate finance Operating Results

• Turned around operationally struggling business, EBITDA 14%à17%, by reducing material costs $450k the first year and $870k next

• Reduced Parts Manufacturing Cycle Time by 10 days, 45 daysà35 days

• On-Time Delivery (promise): 38%à92%, ETO Lead Time: 55 daysà33 days EMERSON ELECTRIC™

$24.5+ Billion, Fortune 200, Diversified and High-Growth Global Technology Enterprise – Worldwide Divisions Offering Branded Products and Services

Distinctions

• Led operational improvement of underperforming business unit resulting in EBITDA improvement of 5 points and Trade Working Capital improvement of $23M

• Successfully turned around – as General Manager with P&L accountability –a manufacturing and distribu- tion JV in Warsaw, Poland

• Conceived, implemented, and managed 30+ person strategic sourcing team based on a shared services model-eliminating dependence on 3rd party services provider

• Chosen to lead startup of new production facility in Northern Ireland –plant continues to rank as the success and profitability model for low-volume, high-mix product line manufacturing

• Graduate of Emerson Leadership Program

VICE PRESIDENT SUPPLY CHAIN (Daniel Measurement & Control Houston, TX) 2010 to 2016

$200M in Materials and Services for Emerson Oil & Gas Business Unit Member of business unit executive management team, reporting to president, with global supply chain responsi- bility for product and systems businesses. Led a team of 5 direct reports and staff of 69 located in 9 countries. Dramatic supply chain performance improvement placed the department at the center of business unit transfor- mation.

Leadership Successes

• Led functional scope change and dramatic operational improvement of underperforming business unit

• Upgraded supply chain talent by recruiting top performers from other business units or outside company

• Improved direct report accountability by through Value Generation Chart

• Oversaw transition of 3 largest, sub-par foundries to 2 top-tier performers-resulting in better performance metrics (OTD, PPM, Lead Time)

Operating Results

• Improved EBITDA 5 percentage points

• Reduced Trade Working Capital by $23M through DPO extension program (41 days—>57 days) and imple- menting corporate supply chain financing program

• Reduced supply chain lead time by average of 7 days for top suppliers

• Reduced freight as percentage to sales from 3.3% to 1.7% (over $2M)

• Drove spend under contract from 24% to 86%

JAMES GEESEY https://www.linkedin.com/in/jamesgeesey Page 3 EMERSON ELECTRIC™-Continued

DIRECTOR – eSOURCING (Emerson Corporate Saint Louis, MO) 2004 to 2010

$12B+ in Materials and Services for 70+ Corporate Business Units Worldwide Key member of enterprise supply chain management team (report to Corporate VP of Supply Chain) with global accountability for corporate supply chain department – Sourcing Operations, Sourcing Process Development, and Material Systems Operations. Led group of 8 direct reports and staff of 62 in six international offices. Managed global eSourcing operations in support of worldwide operations – 60+ divisions (ranging from $100M to

$3.5B in annual revenue) with 700+ buying entities (factories, sales offices, service centers) in 43 countries Leadership Successes

• Conceived, implemented, and managed 30+ member strategic sourcing team based on a shared service, offshore model reducing corporate overhead by $10M+ annually.

• Improved corporate-level financial planning and decision support by conceiving, designing and managing the development/implementation of advanced solutions for tracking materials change/inflation.

• Provided sourcing support services to product development groups resulting in 15%-28% lower design cost. Operating Results

• Generated $200M+ annual cost savings (with 60% fewer resources) and improved cash flow by $300 mil- lion over most recent 5 years, by upgrading/refining fundamental sourcing practices and fully leveraging the existing direct material sourcing tool set

• Achieved $34M average annual cost reduction on $2B in indirect materials spend by spearheading and leading an aggressive global cost management initiative DIRECTOR – ePROCUREMENT (Emerson Climate Technologies Dayton, OH) 2001 to 2004

$1Billion+ Material Spending for 27 Factories Worldwide Provided global oversight for eProcurement management – strategy and execution, materials management, sup- plier relationship management (SRM), net material inflation forecasting, and all related projects, initiatives, tech- nologies and teams–for a multibillion-dollar division. Managed procurement and SRM for annual materials spend- ing budget of $1B+ through 500+ global suppliers. Led a core team of 10 sourcing and procurement roles. Leadership Successes

• Led the development and global deployment of a supplier materials communication system resulting in force count reduction and lower raw material inventory

• Created the direct material inflation tool which improved Net Material Inflation, forecasting accuracy, and was ultimately adopted by the parent organization

Operating Results

• Reduced raw material inventory from 43 days to 21 days, and force count by 27 (planner/buyers) worldwide by through supplier portal

• Saved $3M+ in costs by conceptualizing, managing the design, development and global deployment of ma- terial inflation model change/tracking system

EARLY EXPERIENCE

Director Operations Controlling (Copeland GmbH Berlin, Germany) Manager Financial Planning (Emerson Climate Technologies, Dayton, OH) Plant Manager (Meadwestvaco Franklin, OH & Birmingham, AL) EDUCATION

MBA, Finance, Ohio State University, Columbus, OH

BS, Engineering, Ohio State University, Columbus, OH

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