Seasoned Global Manufacturing Project Leader and Ops Executive

Article I.

MITCHELL A. MANKOSA

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

Goodyear, AZ 85395

H: 410-***-**** ************@*********.*** C: 410-***-****

PROFILE

Resourceful, optimistic, action-oriented Project Manager and Operations Expert with a proven record of successful project implementation and improvement of botto- line results in global manufacturing environments. Proven history of leading engineering and manufacturing organizations in growing revenue and lowering operating costs, and implementing projects through experience, interpersonal skills, education, and problem-solving abilities.

Core competencies lend strength to the following:

Leadership & Integrity

Developing & Executing Complex Projects

Product Development

Leading Merger Efforts

Problem Solving

Strategic Planning

Team Building

S&OP Processes

Client Relationship Management

Identifying Cost Reduction Opportunities

Developing Sales with Existing Customers

Capital & Operational Budgeting

P&L Accountability

New Plant estimating and construction

Transacting Business Globally

Energy Cost Reduction

PROFESSIONAL EXPERIENCE

Mitchell A. Mankosa Consulting Services, Goodyear, AZ 2019 - 2024

Consultant to Industry

Principal

Consulting Services for businesses

CapRock Global Solutions, Oklahoma City, OK, 2025 - present

oConsulting services for industr7y

Calportland, Plant Manager, Phoenix, AZ, 2023 – 2024

o, Leading two concrete mixing and delivery operations including 48 drivers.

.Complete Packaging Company, General Manager, Westbury, NY, 2019- 2022

oLead a 30 million dollar business reselling to to the U.S. government

Signode, Project Engineer, Columbia, SC, 2014 – 2015

oBuilt a plant for weaving cotton bale sacks

Stern Stewart, Dover, DE, 2020 – 2021

oAssisted in due diligence for purchase of PVC plant, then lead capital improvements.

Plastic Industries, Nahua, NH, 2017 – 2018

oLead a plant improvement operation for three of the plants

MITCHELL A. MANKOSA Page 2

ILC Dover, Frederica, Delaware 2015 – 2019

Manufacturer of Personal Protective Equipment & Flexible Packaging for pharma & industrial markets

Vice President of Commercial Operations

Responsible for P&L and day to day operations of the $80,000m commercial portion of ILC Dover

Improved EBITDA of the industrial business by over 500% or $4,000m.

Relocated production for the industrial business to a Maquiladora in Juarez, Mexico.

Improved quality results in the commercial business by over 60%.

Developed 2 patented products improving margins by over 10% in the industrial business.

Diversified the supply base, reducing costs and reducing risk throughout the business.

Expanded capacity in the pharma business by over 30%.

Planned a project to further expand pharma capacity in Ireland for redundancy & to serve the EU.

Developed a product concept which will allow the pharma business to expand into liquids

Improved the gross margins of the pharma business by over 50% or $3,000m annually.

Reorganized our engineering resources to successfully support growth of the business.

Developed standardized products for the pharma market that reduced cost & improving margins.

Started a PPE hood production in Juarez to reduce supply chain length and improve margins

Clondalkin Flexible Packaging, Rotterdam, the Netherlands 2013 – 2015

Manufacturer of Flexible Packaging

General Manager

Responsible for P&L and day-to-day operations of a $75,000m subsidiary of Clondalkin Flexible Packaging, along with overall operations responsibility for the Flexible Packaging business unit.

Improved Rotterdam, Freital, and Orlando sales 10% or $6,500m.

Reduced Orlando, Rotterdam, and Freital, operating costs by $1,100m or 2.5%.

Grew Rotterdam, Freital, and Orlando EBITDA 60%, or $2,200m.

Led the effort to rebrand the business as Clondalkin Flexible Packaging.

Moved Clondalkin email service to a third party provider and upgraded service during rebranding.

Implemented a cost reduction effort for Flexible Packaging that cut operating costs $3,250m annually.

Standardized reporting for safety, leading to a 50% reduction in recordable accidents.

Implemented a quality program that reduced the cost of quality by $1,900m annually.

Developed an investment plan for Orlando that supports continued growth and reduces cost.

Upgraded the accounting & MRP system at 3 sites to improve operational and accounting data access.

Developed and implemented a system to reduce ink usage $450k annually in Hoxter and Harlingen.

Resolved VOC emission issues at two sites while reducing operating costs and minimizing investment.

Developed a plan to reduce die cutting labor by $300m annually by relocating to a low cost labor area.

Drafted a plan to consolidate 5 sites into 2, that will be offered when the business goes to market.

Reduced overall head count and labor costs year-over-year for the first time at Clondalkin.

GRAHAM PACKAGING COMPANY, York, Pennsylvania 2011 – 2013

Blow Molder of Rigid Plastic Containers

Vice-President of Operations & Engineering

Responsible for running day-to-day operations of a $180M sales business and meeting budgeted income goals.

Led effort to stabilize our personal care business and improved EBITDA by $5M annually.

Developed and implemented energy projects in North America saving $2M annually.

Led effort to improve our Iowa City near site from ($1,000k) EBITDA to +$2M.

Improved operational results in our Harrisonburg facility by $2M annually.

Identified concessions needed from two unions and led the effort to realize $2.3M of savings yearly.

Identified technology issues with a product launch and moved to a platform that avoided issues.

Found a way to change equipment selected to meet a key customer’s capacity needs saving $3M.

Resolved operational issues in facilities due to infrastructure issues saving $750k annually.

Implemented program to develop Process Engineers at low cost to have resources when needed.

Developed and implemented strategy allowing us to win a $5M annual contract with a customer.

Developed & implemented a Dashboard to let us make mid-month changes to improve results.

Developed and implemented a plan to close our highest costs facility saving $4.5M annually.

Developed an S&OP process to monitor capacity utilization in the plants & reduce our lead time.

Worked with two plant teams to eliminate the need to flex the work force, cutting total head count, and reducing benefit payments by $.5M annually

PRETIUM PACKAGING COMPANY, St. Louis, Missouri 2004 - 2011

Mid-Size Molder of Rigid Plastic Containers

Senior Vice-President of Operations and Engineering 2006 - 2011

Responsible for running all operations of a $225M sales business and meeting budgeted income goals.

Played key role in efforts to sell business to a private equity firm & merge with another business.

Implemented Class A reporting process to address operating variances as they occurred.

Improved pricing system that ensured profitability by SKU to meet hurdle rates.

Led development and implementation of plan to consolidate four plants saving $4.5M annually.

Implemented bar coding and real time production reporting, reducing working capital by $4M, while improving ability to meet customer’s needs.

Led Plants and Engineering group to develop predictive maintenance program based upon actual failure rates that improved plant efficiency 5% and reduced labor costs $.5M annually.

Implemented energy cost reduction efforts that saved in excess of $.3M annually.

Developed and implemented an improved monthly financial reporting package that allowed us to focus on manufacturing variances to develop timely plans for addressing issues.

As part of our Dashboard, developed a means to monitor sales margins effectively allowing us to focus on needed cost reduction or pricing improvements.

Implemented a visual factory system improving efficiency 7% and reducing labor costs $.7M annually.

Implemented a bonus program that drove plant improvement & tied bonuses to plant results.

Vice-President, Operations and Engineering 2004 - 2006

Responsible for running operations of a $150M sales business & meeting cost of production goals

Improved overall EBITDA of 10 facilities by $6M annually, ensuring compliance with bank covenants, and allowing sufficient capital available to support sales growth.

Developed and implemented an S&OP process that reduced inventory by five days ($4M) and supported the development of a machine strategy to allow sales growth.

Developed machine strategy allowing the use of capital to more effectively to grow sales.

Lead efforts to develop and implement database to manage complaints that permitted use of DMAIC process to reduce customer complaints 10% a year.

Reorganized Anaheim using LEAN processes improving EBITDA from ($1M) to $2,000M.

Used LEAN processes to improve Nashua facility from $1.2M annually to $1.5M.

Reorganized the Peru plant, moving from a breakeven to an annual EBITDA of $1.5M.

Centralized engineering efforts versus supporting only one plant, avoiding the need to add staff and better service our customers’ needs.

GRAFCO PET, Baltimore, Maryland 2000 - 2004

Blow Molder of PET Containers

Vice-President, Operations and Engineering

GRAHAM PACKAGING COMPANY, York, Pennsylvania 1994 - 2000

Blow Molder of Rigid Plastic Containers

Director of Operations for Latin America (1997 - 2000)

Director of Engineering (1995 - 1997)

Director of Operations, Automotive (1994 - 1995)

VARIOUS ROLES, VARIOUS COMPANIES 19898 -1994

Plant Manager/Plant Engineer, Leestown Company, Frankfort, KY, a distiller and packager of bourbon whiskey

District Engineer/Project Engineer, Coca-Cola Enterprises, Northeast Region, Columbia MD

Project Engineer for new plant construction, Pepsico, Indianapolis, IN

QA Manager, Pepsico, Milwaukee, WI

Capitan, U.S. Army

oU.S. Army Health Facility Planning Agency

Project Engineer for new facility construction

34th General Hospital, Augsbug, FRG

97th General Hospital, Frankfort, FRG

Baines Army Hospital, Fort Polk, LA

oArmor Officer, Fort Polk, LA

EDUCATION

MS Business Administration, Boston University, Boston, Massachusetts

BS Engineering, United States Military Academy, West Point, New York

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