Michael Lodl

At Whisker, I lead global manufacturing and central distribution operations for a rapidly scaling, industry-defining pet-care technology company. I’m passionate about transforming operations, building resilient teams, and creating systems that make growth sustainable. In just two years, we’ve reimagined how we build and deliver products—shifting from batch production to true single-piece flow with double the capacity, modernizing warehouse intelligence and configuration strategies, and driving continuous improvement across every building and every process. Our teams have embraced a culture of innovation and problem-solving that shows up in every KPI. What We’ve Accomplished Together To Date: - Safety Focus: Improved safety from a 5.7 recordable rate to zero, strengthening our safety culture and lowering insurance rates for the first time in five years. - Delivery: Boosted primary line output by 60%, streamlined operations from three lines to two, and maintained 98%+ on-time performance across all sales channels. - Quality Uplift: Achieved 97% first-pass yield, while implementing structure and rigor through an ECO board and pilot process for controlled engineering changes. - Launch Improvments: Designed, built, and launched new automated production lines for multiple products, including Litter Hopper and the next-generation Litter-Robot lineup. Introduced DFM concepts to enhance the experience in manufacturing, service, and ultimately, with the customer. I thrive in environments where teams are empowered, processes evolve continuously, and operational excellence fuels innovation. Whisker has been that environment—and I’m proud of what we are building together.

Headed global manufacturing and supply chain manufacturing to supply hospitals highly customizable anesthetic, ventilator, vaporizer, and service parts for the Anesthesia business. Oversaw US production of material infant care products. Major strategic kaizen transformation to increase schedule attainment thru: scheduling/slotting, line balancing, materials availability and flow, and lean culture creation/engagement. Responsible for: - Safety: Drove rolling 12 month I&I to zero with a focus on proactive concern reporting, linking safety with kaizen, and frequent floor engagement - Delivery: Increased premium line output by 20%, 300% ramp up/down for China ventilators, overall schedule attainment increased by 34% YoY - Quality/Compliance: Drove down aged records by 84% with no major findings through multiple audits (FDA, TUV, internal, etc) - Cost: Achieved 6% plant productivity in ’22 after multiple unfavorable years. Strategy set to double in ‘23 - People: Developed team through learning opportunities such kaizen promotion office, benchmarking, conferences, lean leadership and participation, bubble assignments, DEI engagement and support

Making the ultimate dream bikes for a very discerning customer and dealer base. Leading teams in the US and Germany to make custom bicycles and premium carbon wheels. Championed programs to grow CI culture in manufacturing + the greater Trek business. Business growth of ~3.4x from 2016 to 2022 while reducing costs 27%, decreasing quality issues by 45%, and eliminating 87% of the yearly safety issues.

Developed long term supply chain strategy for X-ray, Cat Scan, and MRI modalities. Constructed total cost business cases analyzing make vs buy and strategic make center locations. Promoted projects to gain market access, simplify the value stream, and reduce business costs. Collaborated with modalities to ensure commercial, engineering, and GSC teams are aligned

Led the machining and processing department at the GE Healthcare Electric Avenue plant consisting of a direct staff of 11 manufacturing engineers, technicians, and production supervisors with an extended staff of 86 production associates and trades. Responsible for safety, quality, delivery, and cost. Collaboratively developed and drove department / plant strategy. Extracurriculars: Community Service Day School Leader, Health Ahead Leader, OMLP interview team, and United Way Campaign Kickball Champion.

Facilitated and supported global supply chain through vision setting, policy deployment strategy plan, and tactical execution to support metric based process change. Execute lean workouts throughout the world focusing on specific site needs to accomplish business objectives (i.e. reduce inventory, cycle time, improve productivity, etc). Promote a culture of continuous improvement throughout the business.

MRI business manager responsible for material logistic specialist team focused on forward production and purchase to stock items. - Drove down total inventory from $73.5M in 2007 to $38.9M in 2009 (47% reduction) with team buyers, contractors, and a Production Team Leader responsible for 15 union employees - Phased-in new and transferred parts into production from a global supply chain - Eliminated Physical Inventory deficit from 2007 to 2009 ($134k to $0k discrepancy)

• Materials Team Leader – MRI New Product Introduction and Options | Waukesha, WI • Production Team Leader – Global Electronics | Milwaukee, WI • Production Team Leader – Mobile Xray | Waukesha, WI • Materials Ops Lead – CT, Xray, MRI | Beijing, CN • Sourcing Transfer Leader – Surgical X-ray | Salt Lake City, UT • Lean Manufacturing Leader – Patient Monitoring | Milwaukee, WI • Retail Sales – Sporting Goods | Iowa City, IA

Focus in Medical Systems