Paul Bernard, M.B.A. 160 Winners Circle Magnolia, DE 19962 302.335.3613 pb17b8938@westpost.

net GENERAL MANAGER / VP OF OPERATIONS / VP OF MANUFACTURING Expertise in Fortune 500 Companies, International Global Defense Environments, a nd Small Business Unbroken record of serving as a catalyst for transforming struggling operations into superior performers, as recognized by the highest levels of executive leade rship. Masterful in creating and implementing processes that optimize production output while reducing costs, hiring superior talent, and delivering the coachin g, development, and mentoring to produce outstanding results. Previously held T op Secret Security Clearance. PROFESSIONAL EXPERIENCE Mohawk Electrical Systems 2008-Present VICE PRESIDENT, OPERATIONS Spearheaded all manufacturing operations for an ISO 9001 SAI Global certified co mpany. Ensured quality, safety, and cost effectiveness in precision lean manufac turing of cable, harness, electromechanical, and molded assemblies for U.S. Depa rtment of Defense, approved foreign defense agencies, oil and gas industry, inst rumentation and mining industries, and industrial manufacturing entities. Manage d lean production from prototype to volume production. Challenge: Transform underperforming middle management team, solve mission-criti cal communication and trust problems between management and the workforce, and c onvert company to a customer-focused culture. Action: Terminated production manager, product line supervisor, and maintenance lead, hiring replacements with outstanding leadership abilities, strong communic ation skills, and a solid record of quality performance. Result: * Customer Service: Decreased customer returns to less than 1% of gross sales by improving product quality while increasing customer on-time delivery rate to 96 %. * Productivity: Increased plant-wide productivity by 12% and employee attendance by 36% through a consistent and clear articulation of expectations and a work-c ulture transformation. * Operations: Achieved 99% plant-wide equipment reliability rate by establishing preventive and predictive maintenance policies and critical-spares management. * Safety: Resolved numerous outstanding safety defects and developed companywide safety policies, which resulted in zero OSHA recordables, outstanding state saf ety inspections, and a 19% Workers` Compensation Insurance discount for the last three years. * Quality: Resolved numerous quality challenges, resulting in a 100% audit pass rate. * Leadership: Built one of the strongest middle-management teams the company has ever assembled. Temple-Inland / Georgia-Pacific 1999-2005 PRODUCTION SUPERVISOR (2004-2005) Promoted to lead consumer-packaging production when Georgia-Pacific acquired Tem ple-Inland. Monitored production processes and maintenance records at 12 machine centers and worked with senior lead operators to ensure safety and maximize eff iciency. Challenge: Overhaul the finishing department from the poorest-performing departm

ent in the company into a highly productive and team-oriented unit. Action: Instituted a disciplined approach to inventory management, implemented P &L and metrics-based root-cause analysis, and established lines of communication by spending time on the floor with supervisors to resolve and remove barriers, improve the morale of disgruntled employees, and address safety issues. Result: * Operations: Department performance improved: Identified annual warehouse and i nventory loss of $350k, developed action plan resulting in $53k savings in three months, and increased plant-wide profitability. * Customer Service: Customer on-time deliveries increased significantly. Paul Bernard, M.B.A. 302.335.3613 pb17b8938@westpost.net Page Two MAINTENANCE MANAGER (1999-2004); ENVIRONMENTAL MANAGER (1999-2005) Drove Total Productive Maintenance (TPM) for all equipment maintenance aspects s panning 12 departments including 25 major-process equipment units and a 200,000square-foot facility. Established environmental -management systems in complianc e with government and corporate regulations, including Title V, EPCRA, SARA, TRI , and MSDS programs for chemically intense processes that utilized 2.4M pounds a nd 30 waste streams annually. Challenge: Turn around the maintenance department, one of the weakest in the com pany, by addressing equipment down time, maintenance management programs, person al accountability, and environmental non-compliance issues that threatened to sh ut the plant down. Action: Developed management programs for maintenance, air emissions, bio-hazard ous waste, wastewater, and storm water. Result: * Maintenance: Developed and administered a TPM program with a focus on preventa tive and predictive maintenance elements for a continuous consumer-packaging pro cess that encompassed $29M in capital assets and an annual operating budget of $ 1.2M. * Spearheaded Lean Manufacturing initiative that reduced overall downtime 75%, g enerating additional sales capability of more than $2M annually. * Drove a $2.5M vital business project to install 13 major process equipment ite ms within five months. * Played a key role in the logistics of the transition of equipment and projects from a sister-plant closure in 2001 that forecasted an additional $25M in sales . * Environmental Compliance: Achieved zero Notice of Violations, reduced Volatil e Organic Compounds 54%, and earned accolades from government and corporate audi t teams. * Developed a pollution-prevention management plan for emergency responses and t raining programs to cultivate a highly qualified, safety-conscious staff. * Designed and implemented major environmental modifications to equipment, savin g $130k and reducing volatile emissions by 14.5 tons. Early Career Experience United States Air Force AIRCRAFT MAINTENANCE SUPERINTENDENT LOGISTICS OPERATIONS SUPERINTENDENT QUALITY ASSURANCE SUPERINTENDENT AVIONICS SUPERINTENDENT AIRCRAFT PRODUCTION MANAGER AVIONICS SHOP MANAGER AVIONICS TECHNICIAN MAINTENANCE DATA ANALYST * Saved $2.75M in recovered assets by implementing new aircraft parts control sy

stems. * Increased data integrity 45% for four divisions by designing and implementing management processes. * Drove downsizing process for the largest flight-line production unit in the Ai r Force, reducing the workforce by 250 and subsequently reorganizing departments , realigning responsibilities, and streamlining processes. * Led organizations selected as -Best in Air Force- in 1996, 1995; drove -Best i n Command- status in 1992. * Achieved the rank of Chief Master Sergeant, held by only the top 2% of all Air Force personnel. EDUCATION & TRAINING Wilmington University - MASTER OF BUSINESS ADMINISTRATION Southern Illinois University - BACHELOR OF SCIENCE IN INDUSTRIAL TECHNOLOGY Community College of the Air Force - ASSOCIATE OF APPLIED SCIENCE IN AVIONICS SY STEMS TECHNOLOGY