Vice President Operations

• Sep 2018 - Present

General Manager

• 2017 - Sep 2018

General Manager, Paradigm Precision, 2017-Present. $500M Company producing critical components for the aerospace industry. Leading a $70M site in Peabody, MA. • Improved Operating Profit from ($4.2M) to $1.6M. • Increased inventory turns from 3.9 to 4.5. • Implemented Team Boards in Plant with daily line walk to engage team in Safety, Quality, Delivery and Cost. • Established 5’s discipline, significantly improving organization and appearance of facilities. • Improved Productivity by 7% in last 8 months. • Reduced external customer past due from $5M to $2M. • Reduced indirect cost by over $1M focused on tooling, expedited shipping and OV lot sizing/expediting.

Plant Manager

• Mar 2016 - May 2017

Managed 600 people for this manufacturer of Sea Ray Boats, with annual sales of $200M. Managed Quality, HR, Engineering, Continuous Improvement, Finance and all Operations for 4-plant facility. • Experienced no safety infractions in last two years, receiving “Chairman’s Safety Award.” • Boosted quality FTPR from 48% to over 80%. • Developed plan to implement Team/Lean Culture. • Positioned to save $1M from Lean and Value Engineering projects, • Implemented 10 new products including 400 SLX and 320 DA Models. • Established three-year facility plan to accommodate continued growth. • Drove $35.5M of margin at 20.7% of sales, with 10.5% improvement year over year.

Vice-President of Manufacturing

• 2011 - 2016

Implemented Total Team Directed Workforce for this $150M manufacturer of RF, microwave, electron tubes and vacuum devices. Managed all plant operations, 120 people, and held full P&L responsibility along with sales as company sought to double the size of the business. • Implemented Total Team Directed Workforce. • Trained all employees on Lean techniques and played key role in Kaizen events. • Reduced cost, increasing margins by 10%. • Reduced scrap by 50%. • Led operations that performed at a DOC of 25.4%. • Achieved 1663 days without lost-time accident and no near misses.

Vice-President of Operations

• 2007 - 2010

Recruited by this $70M emergency vehicle manufacturer with 400 non-union employees. Directed 2-plant operations until PE turnaround was complete and firm sold. • Drove Lean improvements, producing a change in EBITDA from $.2M in 2008 to $5.1M in 2009. • Slashed accident rate by 70%. • Lowered Inventory by $3M or 21%. • Reduced cycle time by 25%. • Trained employees in identification of waste, visual management, 5’s plus safety, standard work and kanban. • Consistently held Kaizen events to drive significant improvements.

Plant Manager

• 2002 - 2007

Recruited by this single-plant, $65M manufacturer of complex anti-vibration components for the aerospace industry. Managed 250 non-union personnel and a $55M budget. • Led Total Team Directed Workforce, focused on 20 Keys of World Class Manufacturing. • Consistently held Kaizen events, driving significant improvements in the facility. • Beat plant margin goal past three years. • Achieved Customer return rate of .22% of sales, lowest in plant’s history. • Reduced Scrap 21% year over year. • Utilized Behavioral Based Safety Program to achieve lowest accident rate in history of plant.

General Manager, Rotating Operations

• 1997 - 2001

Managed $170M budget and 700 union employees for this manufacturer of complex units for gas transmission and oil & gas process applications. Responsible for design and all plant operations, with 5 plants in one location. • Achieved Material Productivity of 10.5%. • Reduced Inventory by 16%. • Cut Total Cycle Time by 23%. • Lowered scrap and rework by 33%. • Successfully negotiated new IAM contract. • Introduced new high efficiency compressor Line. • Increased labor productivity by 6%. • Developed Total Team Directed Workforce Plan with IAM. As: Director of Rotating Components, 1997-1998. • Improved delivery performance from 22% to 95% on-time. • Achieved material productivity of 6.5% ($4M impact). • Increased machine shop productivity by 4% in declining volume. • Established plan to reduce lead-times by 35% (achieved 13% in 1998). • Reduced sub-contract variance by $2M and fixed cost by 36%.

Plant Manager

• 1995 - 1997

Recruited by this manufacturer of coordinate measurement machines with $45M in sales and one plant operation, employing 200 union personnel. • Improved delivery performance of CMM’s from 49% to 82% on time. • Reduced inventory by $2.5M. • Cut direct labor unfavorable variance by 53%. • Lowered advertised product lead-times by 35%. • Implemented Demand Flow Technology and ISO 9001. Recruited by this manufacturer of coordinate measurement machines with $45M in sales and one plant operation, employing 200 union personnel. • Improved delivery performance of CMM’s from 49% to 82% on time. • Reduced inventory by $2.5M. • Cut direct labor unfavorable variance by 53%. • Lowered advertised product lead-times by 35%. • Implemented Demand Flow Technology and ISO 9001.

Manager Shop Operations

• 1992 - 1995

Joined this manufacturer of residential and commercial A/C compressors with $90M Sales, one plant operation and 400 union employees. • Managed decline in unit volume by 50% while improving productivity by 4.5%. • Implemented Total Team Directed Workforce including shop floor natural work teams. • Improved shop operations’ financial performance by $1.3M per year. • Served as member of ISO 9002 Registration Team. • Continuously conducted Kaizen events, consistently generating reductions of: 50% floor-space, 90% throughput time, 90% in-process inventory and 15-20% productivity improvement. Saved $800K/yr. from single 2-week event.