Riley Genz, Director of Operations, CSSGB

Improved and maintained a safe work environment setting a new company safety record Developed and Implemented Cultural Values used to motivate and drive desired behaviors Implemented Non-Negotiable behaviors aligned to our Cultural Values to correct undesired behaviors Full P and L responsibility resulted in record company financials o 1,524% increase in EBITDA o 726% increase in Net Income o 138% increase in annual Revenue Implemented Lean Manufacturing increasing Dollar Revenue Earned/Labor Hour Worked by 75% Set expectations and drove accountability to reduced Quality PPM by 50% Marketed employment opportunities successfully increasing company size from 15 employees to 45 Negotiated capital expenditures resulting in 17% cost savings

Effectively coached direct reports, developed Lean Six Sigma Yellow Belt training materials and held internal training classes for employees in all departments, managed supply base, delivered recommendations and assisted with the implementation of Quality Controls resulting in a 20% reduction of supplier PPM Created the ISO 9001:2015 Quality Management System from the ground up, implemented system and trained employees and Executive Management to new requirements and executed the initial transition audit with no major or minor findings Efficiently created and managed operations documentation, created a Design for Manufacturing process where engineering designs were reviewed, improved and released to operations and supply chain Traveled nationally and internationally to customer sites, gathered onsite product quality engineering data, conducted root cause analysis, drafted design solutions and submitted to engineering for execution resulting in the recovery of down systems and executive management recognition Created infrastructure for collecting operational data, analyzed metrics through Pareto and reported KPIs directly to Executive Management, emphasized actionable Voice of the Customer data, Cost of Poor Quality and On Time Delivery Assisted during offsite quarterly supplier development reviews with key customer accounts providing insight, expertise and instilling confidence by effectively communicating key actions taken to improve product and process quality

Coached 20+ direct reports with wide variety of quality control functions, directed Continuous Process Improvement projects and Kaizen events increasing first pass yield and profitability while reducing cycle time and cost of poor quality Oversaw Production Part Approval Process (PPAP) activities, directed FMEA teams, scheduled and planned first article CMM inspections and validation of laser, punch, press brake, spot weld, weld, powder and liquid paint and final assembly Presented 8D Corrective Actions to customers prior to request as a negotiation tactic resulting in increased customer confidence and account opportunities while decreasing Cost of Poor Quality admin fees by hundreds of thousands of dollars Owned Caterpillar and John Deere product quality concerns, validated claims and identified specific nonconformities, launched Corrective Actions, managed cross functional CAR teams, implemented solutions and reported improvements to Executive Management and key customers

-Manage 1.5 million dollars of inventory. -Purchase product based on historic sales trend data -Forecast demand based on economic climate. -Sold hardline hunting products in retail environment.