Twenty-five years of pulp and paper experience as an Asset Manager, Production Manager, and Process Engineering/Technical Superintendent.

Professional Strengths and Certifications
MBA, University of Wisconsin Oshkosh, 2006. GPA: 3.9/4.0
BS Chemical Engineering, University of Maine, 1995. GPA: 3.6/4.0
Professional Strengths and Training Certifications
PI – Process-Book Digital Historian. ParcView. Statistical Process Control. Reliability Solutions Asset Essential Care. Kepner-Tregoe ATS. Situational Leadership – Ken Blanchard Training Program. Safe-Start Safety and Management Execution. OSHA 1910. OSHA Machine Guarding.
Professional Experience
Hoffmaster Group Inc.
Value Stream Manager and Director Technology Innovation 2017-Present
- Led a cross-functional team in designing new embossing technology and tissue machine centerlines to increase an Ultra-Premium Private Label product by 10 points of TSA softness, while maintaining full converting speeds. The project delivered $25 million-year in incremental revenue.
- Developed technology upgrades in paperboard and paper plate manufacturing reducing fiber use and improving productivity, resulting in cost savings of $4.3 million per year.
- Responsible for leading a team of 32 maintenance and engineering employees to achieve business goals at a leading printed napkin and paper plate Plant with 420 employees.
- Increased Plate Forming Overall Equipment Effectiveness by 8 percent by implementing an Asset Maintenance Work Process and Operator Basic Care Implementation. Improvements were also driven by a Plan-of-Control on Paper Board Material Supply, based on board analyses, and partnerships with suppliers to optimize the board for Paper Plate Manufacturing.
- Reduced the weekly pitstop from 8-hours to 4-hours on a world-class Bobst Printing Presses through SMED techniques, operator training, and engineering improvements.
Neenah Paper, Neenah, WI
Operations Manager 2016-2017
- Responsible for the safe, reliable, premium-quality manufacturing of a 100-employee specialty paper products plant.
- Responsibility for 4 direct reports: 3 machine managers and 1 process engineer.
- Leadership and implementation of Non-Routine and Upset-Condition Work Processes.
- Sponsored water removal improvement changes, reducing energy and enabling a new product to be produced, saving $300,000/year.
First Quality LLC, Anderson, SC
Operations Manager 2015-2016
- Responsible for the safe, reliable, premium-quality manufacturing at a 450-employee consumer products plant.
- Responsible for 100 employees in the manufacturing area.
- Leadership of changes that led to a 12% increase in machine production through chemical systems changes and optimization.
Fox River Fiber, DePere, WI.
Production Manager 2013-2015
- Responsible for the safe, reliable production performance of a modern paper recycling operation.
- Responsible for managing 4 shift team leaders and mentoring them to improve operational performance.
- Increased production 10% through improved reliability via implementing a digital centerlining system and Operator Asset Care Program.
Georgia Pacific, Crossett, AR and Port Hudson, LA
Process Technology Leader 2010-2013
- Process Technology Leader for a $100 million-dollar investment to rebuild two machines to improve quality from premium to ultra-premium in the consumer products (tissue) market.
- Responsible for the development and implementation of asset operating strategies for the new machines.
- Responsible for technology transfer between the existing technology site and startup sites.
- Developed an encapsulated, low-water usage fabric cleaning system, which eliminated major cleaning and machine contamination issues. The new-to-the-industry, patented system allowed a more structured, complex fabric design to be utilized, significantly improving product quality and cost. Estimated value creation of $1.7 million dollars per year.
Georgia Pacific, Green Bay, WI
Machine Manager 2003-2010
Technical Manager 2001-2003
- Operational leadership and management of a $40 million-dollar, major machine rebuild to create capability to produce premium-quality commercial products.
- Increased average machine Overall-Equipment-Efficiency from 60% to 92% through leadership in the following areas: operator training and skills development; process optimization and capital project implementation. Created $2.0 million dollars per year of incremental profit.
- Optimized incoming raw materials mix and machine changes and adjustment necessary to support, reducing cost by $1.7 million dollars/year.
- Redesigned plant steam systems through re-compressor design changes and steam-header pressure changes. Overall plant savings were $10 million dollars per year.
- Decreased air-systems energy loss through material and energy balances, driving equipment and process changes, reducing cost by $1.4 million dollars per year. The Project was awarded the Governor’s Annual Energy-Reduction Project Honor.
- Decreased process rejects from 4% to under 1% through process simulation and equipment optimization, reducing cost by $420,000 per year.
- Leadership and management of 3 Salaried Supervisors & 28 Hourly Employees.
- Implemented procedures to increase uptime – Housekeeping, Machine Cleaning, Grade Change Standard Operating Procedures and Equipment and Process Rounds.
Georgia Pacific, Camas, WA
Assistant Superintendent 1997-2000
Shift Supervisor
Technical Assistant
- Led chemical recovery optimization, implementing changes and new Standard Operating Procedures, reducing fuel use by 6%, lime chemical makeup by 20%, and increasing chemical recovery system capacity by 5%. Overall the project reduced chemical and energy cost by $900,000/year.
- Optimized washing systems, shifting water use from 3-stage to 4-stage wash line, reducing chemical and energy cost by $700,000/year.
- Shift Supervision responsibility for 60 employees. Coached operators to ensure mill performance metrics were achieved. Conducted operator performance reviews.