Edgar Emilio Silva Cajiga, MBA

- Developed and grew a new operation to over 400 employees within 3 years from project kick-off which accounts for 70% of the manufacturing process for premium boat production averaging 200 units per year. - Focused on enhancing organizational culture and fostering operational excellence by promoting collaboration, effective communication, and value creation based on key performance indicators aligned with overall company objectives while managing relationships with external partners and regulatory bodies. - Supported the company's growth through cost and continuous improvement initiatives such as: vertical integration, supply chain optimization and manufacturing cycle time improvement across sites in the US and Mexico while managing P&L.

- Successful management and execution of nearshoring project, transferring boat manufacturing operations from South Florida to a new 420,000 sq. ft. facility in the Yucatan peninsula. - Established operational and financial targets based on business plan and oversaw full scope of project from ground breaking through production-ready state with the support of program management team across sites. - Spearheaded company wide initiative to support ramp up as a result of increased demand, while improving operational efficiency. Managed the integration of 2 brands post-merger, aligning processes and systems which resulted in cutting waste and reducing cycle time.

- Direct support to the President as a liaison between executive management and various departments across the organization while offering strategic counsel to organizational leaders. - Led annual leadership development program, playing a key role in the creation of business objectives and priorities and establishing supporting governance to achieve goals. - Coordinated regular updates and BoD summaries, ensuring transparency on business performance.

- Led manufacturing standardization across facilities, coaching and aligning ME managers. - Introduced design for manufacturability philosophy into Design Engineering and cost optimization changes. - Managed annual Capex budget of $18.5 million for tooling and equipment. - Supervised projects for composite manufacturing, paint and final assembly operations.

- Responsible for a 700-employee composite manufacturing facility, managing operations managers across Production, Engineering, Materials and Logistics, Quality, Facilities and Human Resources. - Established processes for the newly built composite operation in Mexico, planning and setting up tooling and equipment for a 300,000 sq. ft. facility along with hiring and developing personnel. - Introduction and implementation of ICON Production System focused on establishing KPIs in alignment with ramp-up strategy and company objectives.

- Managed and developed the ME team across sites in California and Baja California, overseeing 19 engineers. - Incorporated design engineering and specs into the production process through robust work instructions, strong engineering change implementation and a rigorous training program - Fostered a continuous improvement culture with problem-solving methodologies focused on the rapid resolution of critical business challenges and crises.

- Implemented the full production line of all Sea-Doo models, oversaw 446 production operators, 8 production supervisors, and 1 general supervisor, created career development plans for employees at various levels. - Managed PPAP process and installed two assembly lines and subassembly cells. - Developed production plan considering capacity increases, seasonal demand forecasts, ramp-up strategies, hiring plans, and the opening of a second shift. - Generated strategic plans for cost reduction, addressing scrap and indirect material use, resulting in cost improvement over an eight-month period.

- Launched the Sea-Doo Spark line, managing 110 employees while achieving productivity, quality, and safety targets including setup for new product launches to support increased speed and managing additional complexity with integration of new models into existing line. - Improved Concerns Per Unit from 92% to 20% through continuous improvement initiatives and problem-solving.

- Launched the 2014 and 2014.5 Ford Fiesta models, without impacting safety, quality, or delivery metrics. - Achieving 90% efficiency using the MODAPTS methodology. - Implementation of error-proofing systems (such as tool control, pick lights, and scanners).

- Supervised two main assembly lines (Trim) as well as two sub assembly work cells (Instrument Panel and Doors). - Responsible for ensuring that 148 labor union technicians achieved safety, quality, delivery, and cost goals. - Established the FPS (Ford Production System) strategy, which was set as a global standard.

- Planned and launched the material sequencing strategy for the new Ford Fiesta, calculating manpower, facilities, and systems requirements and became the benchmark for the highest level of sequencing (823/1133 parts). - Part of the launching team for new models, responsible for implementing engineering changes.

• Production control of the entire manufacturing process of metal mechanical products for material handling • Material requirements and production scheduling • Participated on winning bids for PEMEX (Petróleos Mexicanos), Airports and for the Mexican Army • Linked Lugarth and a Canadian Company on a project to produce trash compactors in Mexico with the Canadian brand