General Experience, Expertise, Value * Record of transforming underperforming individuals and groups to be dedicated and driven to achieve unprecedented results * Collaborate with key stakeholders, client teams, external business partners, suppliers and vendors * Deep experience in the chemical, plastics, and building materials industries * Educated people in how ensuring continuity across the globe with different cultures and values * Developing metrics and improving operational performance at all levels * Provide strategic insight and creating cultures of continuous improvement * Developing people to succeed and contribute to overall performance * Improved equipment reliability by instituting rigorous maintenance planning & scheduling processes and involving maintenance in operations * Improved service reliability of utilities operations to reduce plant shutdowns through predictive and preventative maintenance programs @ Vertellus * Member of senior leadership team, managed 10 global chemical sites supporting two distinct business for both agricultural/ nutrition and specialty chemicals businesses * Led 700+ employees in operations, supply chain and purchasing with two budgets, fixed $120M operations and $20M supply chain * Significantly lowered OSHA Recordable Incident Rate (RIR) by 35% from 1.40 to 0.90 by instilling a GEMBA focus and reinforcing employee accountability * Upgraded four of five direct reports which raised operational integrity, established customer-centricity and enhanced the management culture * Seamlessly integrated three new sites in 2014 as part of two acquisitions, one in US, one in UK * Conducted a joint venture acquisition in Weifang, China to acquire a pyridine plant and spent 45 days in country providing hands-on leadership to plant launch, starting up at expected capacity of 800 tons/month, and quickly ramped up to 1,110 to exceed expectations @ SABIC * Accountable for eight chemical operations and site utilities representing four businesses at Mt. Vernon site including LEXAN Polycarbonate and High-Performance Polymer totaling 250,000 annual production tons * Managed 400 manufacturing employees and a $210M operating budget * Reduced production quality complaints by 33% with root cause analysis and long-term corrective action * Improved production quality in chemical operations while maintaining the highest of EH&S standards * Hosted Customer Growth Day for 70 customers, improving site presence and preferred supplier status * Managed 400 employees, 240,000 tons of compounding/finishing manufacturing, 80,000 tons of Chemical Operations manufacturing, and a $195M budget at the largest engineered plastics chemical site in the US * Expanded responsibilities to include PBT resin operation, and Ultem™ Chemical Operations * Asked by GE Plastics leadership to return to Mt. Vernon site hosting four businesses to consolidate the compounding/finishing operations, combined three, and reduced operating budgets by 13% or $27M by focusing on individual accountability for expenditures * Reduced headcount 20% by strategically integrating three compounding/finishing operations, including site quality and materials and logistics * Improved Net Promoter Score (NPS) for service 7-fold from 7 to 50, and improved quality rating from 66% to 88% on scale of -100 to +100 * Reduced OHSA Recordable Incident Rate 60% to 1.13 by focusing all sites on EHS excellence @ GE Plastics * Met or exceeded financial goals for all quarters while on board * Cut OSHA Recordable Incident Rate by more than 50% from 2.0 to below 1.0 for two consecutive years without a single process safety management incident * Established Burkville as the model plant for manufacturing excellence, demonstrating operational stability, while lowering overall maintenance expense and capital costs * Reduced customer complaints 28% by reinforcing focus on attracting new customers * Delivered a 38% reduction in compounding changeover time, increasing capacity and improving processes throughout the plant as co-leader of Lean implementation, including personal involvement * Nearly doubled target cost reductions of $7.4M with $13.2M in operational units enabled by digitization * Instituted Six Sigma processes and disciplines and achieved reductions of 40% in manufacturing order execution time, +50% in median customer issue resolution response time * As member of GE Plastics Black Belt Certification Board, reviewed applications for certification and served as instructor/trainer of Black Belt courses * Achieved a Zero OSHA Recordable Incident Rate * Improved quality of resin material to compounding plant using root cause analyses and corrective actions (RCCA's) and institutionalizing the resolution * Met or exceeded financial budget targets in all 9 fiscal quarters as General Manager in Burkville @ GAF Materials * While simultaneously leading operations at two plants and establishing a company-wide maintenance improvement program, successfully led project that grew from $35M to $50M to relocate production equipment from Houston to a new startup operation in Michigan City, IN, completing on time and on budget * Established facility as a Model Plant for safety, production and quality, achieving and sustaining the lowest cost manufacturing for all GAF facilities * Turned around an acquired unprofitable plant operation from $8M loss to breakeven in one year by focusing on manufacturing excellence and improving EHS, quality and customer service * As part of the negotiating team in only second week on board, negotiated a union contract favorable to both company and employees

Highlights:

• Pharmaceutical
• Supply Chain
• Roofing
• Manufacturing
• Plastics
• Acquisitions
• Black belt
• Budgeting
• Centricity
• Complaints