Ted Pruss

Advisor / Consultant for field service operations in the Renewable Energy and manufacturing focused on LEAN, 6Sigma, process improvement and change management.

- Profit and Loss responsibility for NAM service organization - Led an 850+ person field service organization throughout the U.S. and Canada providing wind turbine maintenance solutions to +120 projects sites - Led teams in field site operations, operations support, commissioning, training and sales with functional responsibility for supply chain management and service engineering - Back log with longest contracts out to 2050 - Responsible for growth of the service fleet for long term contracts and aftermarket - Developed after market growth strategies to become a market leader. - Integrated Siemens and Gamesa North America service organizations post-merger - Provide services and support to +6,500 wind turbines across NAM with human and logistical resources to drive customer revenue.

- Led a 400-person field service organization throughout the U.S and Canada - Led field site operations and operations support organization. - Increased responsibilities from Director of US operations integrating Canada in NAM operations - Drove site process improvements resulting in significant reduction in annual labor costs - Implemented main component exchange strategy reducing costs by 57% - Exceeded gross profit targets by 21%, 2016-2017 - Responsible for strategic vision and innovation in field service operations

- Managed the relationship with Siemens Wind’s largest customer - Customer accounted for $2B in new product sales and with 25% of the service fleet in NAM - Internal liaison between project construction and service organizations as one voice - LTP Gross Margin from increased 9 times on a 10 year contract - Supported Negotiations for a settlement with the customer to reduce our exposure - Implemented innovations reducing internal costs and cost to the customer

- Led quality, Environmental, Health and Safety organization in the Americas (NAM and LATAM) - Supported wind farm construction projects in the U.S, Canada, Peru, Chile and Brazil - Established LEAN in Wind across the Americas, from executive level to LEAN Practioners - Led the effort to develop benchmark and best in class process within Siemens AG - Implementation of 8D and APQP to improve quality process internally and with suppliers. - Transformed an organization lagging in abilities and organizational support to a leader in wind - Implemented safety and quality initiatives improving TRIR by 30% and NCCs by 50% - Created a culture of continuous process improvement, reducing cycle time by 20% - Established a KPI Process and KPI review for leading indicators to reducing reactive measure - Automation of project site documentation process reducing error and improving efficiencies

- Led a Just in Time manufacturing plant servicing 6 OEM automotive assembly plants - Plant was a joint venture facility and Ford Motor Company’s largest minority supplier - Took full accountability for the profit and loss with annual revenue of $120M - Responsible for the on-time delivery and quality of more than 1M modular assemblies per year - Conceptualized process improvements improving quality and reducing manufacturing costs - Turned around a failing plant at the end of the economic down-turn - Exceeded EBIT targets by 20% YOY - Increased inventory turns from 40 to 52 and decreased average inventory to 4.8 days - Through process improvements and driving innovation achieved 100% on-time delivery reducing production cycle from 7 days to 5 days - Reduced product quality issues by 90%