Gene Pawula

Operations efficiency consulting for a juice and almond milk producer and packager. • Reduced downtime and improved efficiencies to increase available capacity for product line expansion and increased sales

• Led Capacity Rationalization reducing total system costs and rebalancing the supply and demand for the marketplace in response to decreased glass demand. Completed a production capacity analysis identifying plant(s) closures and redistributing residual business to other manufacturing locations. • Streamlined forecast to reflect statistical forecasts vs. typically inflated customer forecasts improving accuracy by 10% for highly variable products, and optimized production schedule. Analyzed and categorized the customer product portfolio based on volume and sales variability by business segment. • Optimized the freight network saving $10M annually, increasing carrier tender acceptance and on-time delivery. Implemented an optimization program addressing system complexity resulting in the reallocation of production based on operational costs and freight distance to the customer locations.

• Led global contract negotiations for a 5-year coatings supply agreement that reduced costs by over $15M annually and increased payment terms to 90-days. Established a global internal company team representing North and South American and Europe and conducted global RFPs with 4 suppliers, met and leveraged direct coating materials spend. • Developed a high-performance, world-class procurement team, achieving significant saving Y-O-Y for the North American business unit, winning The Best Sector award 3-years in a row, beating out the European, Asian, and South American counterparts. Improved the Supply Chain team by attracting talent from other business areas, internal promotions, targeted recruiting, and ongoing training and job rotations for employee development and risk mitigation. • Pursued and led negotiations for a ~$25M vertical integration initiative joint venture with an upstream supplier, securing a key input material (aluminum can stock) in a tight market while gaining cost and expense insight. Negotiations were held at the senior levels to invest in expanded rolling capacity, through direct investment, with all new capacity devoted exclusively to Rexam.

• Launched a new market in 2013 to hedge Midwest Premium in collaboration with the CME and others in the industry, which enabled better cost control and improved customer service. Represented Rexam, with colleagues from the beverage industry such as Coke, Pepsi, and Miller Coors, consulting with the Chicago Mercantile Exchange (CME), a leading commodity exchange, to establish a new market for MWP. • Established Financial Hedging Governance saving over $5M on natural gas during the financial crisis of 2008 and shielded the business from high commodity costs and maintained fixed pricing for customers. Identified the exposure to each commodity with quantified volumes and financial impacts to develop and execute a hedging strategy and governance model.

• Improved plant P&L by mitigating over $1M in annual customer service costs by implementing a new customer pricing policy. Completed an Activity Based Costing analysis that resulted in the recapture of unrecovered overhead.

• Led Crisis Management negotiations with Enron attorneys during a protracted legal proceeding to settle outstanding claims resulting in a net damage settlement for contract breach of over $5M and no supply disruptions. As a result of Enron's subsequent bankruptcy, there was a significant risk due to plant operations with the potential loss of gas and electricity supply, requiring immediate action to secure alternative sources.