Experience
The full
track record.
Builder. Business owner. Fixer. Transformer. The signature moves behind the story — and the toolkit that backs them.
Builder. Business owner. Fixer. Transformer. The signature moves behind the story — and the toolkit that backs them.
I didn't learn operational excellence in a classroom. I learned it on night shift in a Unipol polypropylene plant in Seadrift, Texas — where the standards were sacred and nobody had to tell you why. Everything since has been building on that foundation — with better tools.
One of five first hires. Commissioned three reactors under PSM & RMP — batch and continuous, highly hazardous chemistry. 200% production growth in year two. Zero startup safety incidents.
As site leader and strategic-blueprint leader, I turned around underperforming plants and carried P&L responsibility for the results. It's where my safety career began: you can't fix performance without fixing safety first. They're the same system.
Held P&L at Sherwin-Williams and Evonik Pasadena — every site cost, from operations and maintenance to distribution, energy, waste, and labor. Built the financial models that let operators see how floor decisions moved the statements.
Integration strategy team on both Dow–Union Carbide and Evonik–Air Products — combining businesses, systems, and cultures at scale. Led the AspenTech/Dow advanced process control JV in the 1990s. This generation calls it AI.
Deployed AI across batch and continuous operations to surface serious-injury signals buried under decades of noise. Compared PHAs across years and facilities — closing risk gaps across similar equipment in different plants.
Hurricane and process events. You never want to file one — but three of them taught me to think about risk differently. Not as a line item, but as the difference between a business that recovers and one that doesn't.
Partnered with consultants on tax incentives and capital strategy, and benchmarked relentlessly against the best operators — ACC, AFPM, CCPS. To be the best, you measure against the best. Not against last year.
Three that define how I lead — and the toolkit behind them.
Full P&L and all site costs. Two M&A integrations, a joint venture, and a $200M+ startup — across commodity, specialty, and custom business models.
PSM/RMP leadership across highly hazardous operations. PHA, incident investigation, and culture built from the floor up — safety and operations as one system.
AI across 50,000+ safety records and PHAs spanning years and facilities — surfacing the signals people miss, closing gaps across equipment.