Led and directed Global Operations, a ~1 , 300 - employee (Safety, Manufacturing, Quality, Engineering, Supply Chain, and Procurement) organization across seven manufacturing sites in four countries (USA, UK, Taiwan, and Korea). • Drove business transformation, operational efficiency, organizational and process performance, driving accountability while enabling the highest level of employee performance and customer satisfaction. • Improved Safety (reduction in LTIR to less than 1.2), Quality (reduction in rework 50%), Delivery (25%improvement), and Cost performance (8% reduction) obtained across all sites through enhanced culture, good data, and leadership. • Improved critical thinking, productivity (10%), profitability (20%), Overall Equipment Efficiency (OEE) (5%), and capability within Operations through clear objectives, defined initiatives, and metrics.

Accountable for Global Operations, an ~800 - employee (Capital Engineering, Safety, Manufacturing, Quality, Supply Chain, and Procurement) organization across three manufacturing sites in two countries (USA and Netherlands). • Implemented business turnaround of improved profitability through specific operational improvements focused on product rationalization, production planning, and maintenance and reliability. • Overhauled capital process and improved capital project execution and spending. Projects 10% of spend 85% execution on time. • Increased overall equipment effectiveness (OEE) by 10 percentage points through methodical changes in production planning and maintenance.

Directed Global Operations (Engineering, Safety, Regulatory, Quality, Procurement, and Supply Chain) organization across seven manufacturing sites in seven countries (Germany, Austria, USA, China, Korea, India, and Brazil). • Developed and executed company - wide Hoshin Kanri PDM approach for strategy cascade to improve organizational understanding of company strategy and enable increased organizational and business performance through execution, engagement, and employee development. • Improved the Safety and Quality culture across all Chem - Trend facilities. Increased reporting of incidents by 20% and increased production yield 10% through improved first - time yield. • Developed and strengthened culture to ensure the execution of operational excellence projects and initiatives to improve business performance as the champion of operational excellence. • Improved profitability by 10% through product rationalization, overtime reduction, and first - time right improvement. • Implemented a streamlined SIOP process to improve on - time delivery by 10%, which increased customer satisfaction.

Directed managers and 230 engineers to support all manufacturing processes throughout the business; provided process technology support for high performance in process safety management for current and new products. • Led collaboration to build strong relationships between Technology and Operations to ensure effective product launches, process and product improvements.

Enabled and supported engineers to improve the existing manufacturing operations while reducing variable cost, increasing capacity, and supporting technology license sales. • Obtained and utilized root cause failure analysis (RCFA) certification. Strong on - site safety and process leader.

• Developed new business, pricing strategy, and strategy for businesses. Increased revenue 10%.

• Enabled the technical team to understand and develop a new product line due to regulatory requirements. Managed a technical team of nine across all market segments. • Developed, commercialized, and launched a high - fluorine - efficient repellent for use in US, EU, and AP markets.

• Managed and led a technical team of eight. Oversaw QC lab for manufacturing – product release. • Served as technical lead for the team and sole customer contact.

• Developed several new products that reduced manufacturing costs by 30% and application level by 25%. Obtained certification as a Six Sigma Black Belt and a Six Sigma Green Belt.

overtime reduction, and first - time right improvement., Implemented a streamlined, process to improve on - time delivery by 10%, which increased customer, certification as a Six Sigma Black Belt and a Six Sigma Green Belt.