Operations Turnaround & Value Creation Leader

Keith Gilleland

Cypress, TX 512-***-**** *************@*****.*** LinkedIn: keith-gilleland

OPERATIONS LEADER TURNAROUNDS & VALUE CREATION

Hands-on operating executive with 30+ years of experience transforming underperforming manufacturing assets in corrugated, packaging, and paper. Proven record of rapid stabilization, EBITDA expansion, cash flow improvement, and exit-ready operating system deployment. Known for building accountability cultures, installing KPI governance, and delivering predictable, scalable performance.

VALUE CREATION CAPABILITIES

EBITDA Expansion • 100-Day Plans • Operational Turnarounds • Cash & Working Capital Discipline • Multi-Site Governance • Reliability Strategy (PM/CMMS) • KPI Architecture & Daily Management • Cost-Out & Waste Reduction • Throughput & OEE Improvement • Pricing/Mix Support • Customer Retention & Growth • Leadership Upgrades • Safety Culture Transformation • Capital Deployment & ROI • Integration & Startup

SELECTED IMPACT

Revenue Recovery & Growth: Reversed $1.3M decline; delivered $1.8M new business within first year (Pratt).

Throughput Expansion: Increased output from 1.5 to 3.7 MSF/day (Hood) via reliability and operating discipline.

Sustained Performance: +20.4% production improvement; 94% uptime; OEE 72% with consistent EBITDA outperformance (Georgia-Pacific).

Safety as a Value: Six consecutive years without a recordable incident.

Startup & Integration: Led greenfield/relocation stabilization and corrugator integration with rapid ramp to record production.

PROFESSIONAL EXPERIENCE

Current structured contract/consult work with private companies.

Operational turnaround for a service company resulting in a 65K per month increased revenue with accountability for inventories and routes. Completed 3/

Pratt Industries — General Manager 1 – 2024 - 4-2025

Full P&L leadership for a relocated facility; accountable for operations, commercial support, safety, quality, and cash performance.

Executed rapid stabilization: installed PM/CMMS discipline, restored reliability, and normalized service levels.

Rebuilt operating cadence (daily/weekly KPI reviews, standard work) to create accountability and visibility.

Recovered revenue: reversed $1.3M decline; delivered $1.8M new business through executive customer engagement and solution selling.

Achieved two all-time production records within nine months; improved throughput and labor productivity.

Tightened cost structure via waste reduction, maintenance planning, and schedule adherence.

Hood Container — Plant Manager 2022–2023

$75M P&L; 24/7 operations with 170+ employees.

Doubled throughput (1.5 3.7 MSF/day) through reliability-first strategy and disciplined execution.

Implemented KPI governance and daily management; improved safety, quality, and schedule attainment.

Strengthened leadership bench with clear expectations, coaching, and performance management.

WestRock — Plant Manager 2021–2022

Stabilized operations during cultural reset; restored service, quality, and operating discipline.

Georgia-Pacific — Director of Operations 2013–2021

Multi-site leadership (4 facilities); $96M P&L; $2.1M maintenance budget.

Delivered +20.4% sustained production improvement; achieved 94% uptime and OEE of 72%.

Exceeded EBITDA targets through reliability, throughput, and cost control.

Built safety-first culture: 6 years without a recordable incident.

Standardized KPI architecture and operating rhythms across sites for repeatable performance.

Developed accountability throughout safety, operations, and sales in a turnaround site

Kaweah Container Inc. — Plant Manager / Director of Operations 2010–2013

$65M P&L; greenfield startup and corrugator integration. Turnaround location

Executed full startup and integration; achieved stable operations and customer service ramp.

Increased efficiency 18% in six months via setup reduction and standard work.

Deployed CMMS, KPI systems, and Six Sigma waste reduction.

Corrugated / Process Consulting Inc. — Principal Consultant 2003–2010

Led value stream mapping, KPI deployment, and incentive design across multiple plants.

Improved OEE, quality, and waste; supported PET, injection, and blow molding operations.

Led operational turnarounds with focus plants

Willamette Industries (Now International Paper) — Superintendent / Training Manager / Asst. GM (in training) 1996–2003

Built SOPs, training systems, and Six Sigma quality programs for new plant startup.

Supported growth beyond 1.2 BSF annually; improved fiber process (34% 47% recycled) without quality loss.

EDUCATION & PROFESSIONAL DEVELOPMENT

University of Phoenix — Business Management (2 years)

Six Sigma (BBE) • Lean Manufacturing • Deming Quality Management (SPC)

Dale Carnegie Leadership Program

100-DAY APPROACH (SUMMARY)

Stabilize: Safety, service, and reliability baseline; PM/CMMS enforcement

Create Truth: KPI integrity; daily management cadence

Upgrade Team: Assess/coach; make decisive changes

Drive EBITDA: Throughput, waste, labor productivity, pricing/mix support

Institutionalize: Standard work, governance, and succession for scalability

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