Todd Neufeld

• Led the successful brand launch of Sun Day Red across North America, ensuring market readiness. • Mitigated $25M in tariff exposure through strategic sourcing and vendor negotiations. • Redesigned Distribution Center organizational structure to enhance labor efficiency and throughput. • Developed SLA and KPI frameworks, driving improvements in customer satisfaction and fulfillment accuracy.

• Spearheaded the transformation of Fry Reglet's operational culture from product-focused to process-driven, enhancing customer focus. • Consolidated operations across three locations, leading to a first-year savings of over $1M in costs. • Collaborated closely with the sales department to develop strategic growth plans, aligning operational and sales objectives.

• Oversaw full P&L responsibility for manufacturing and distribution of consumer products at UFO INC. • Led cross-functional teams in marketing, sales, finance, and new product development to drive growth. • Achieved the highest GMP certification score in company history through targeted training programs. • Reduced labor spend by 15% and improved employee engagement, resulting in a turnover decrease from 80% to 5%.

• Oversaw manufacturing operations for stone veneer across 10 locations, including 2 international sites. • Led a team of 12 direct reports, focusing on strategic planning and operational improvements. • Achieved an 85%+ reduction in Recordable Incident Rate and improved labor efficiency by 20%. • Managed the sale of 2 locations to streamline operations and remove excess capacity.

• Managed all aspects of building materials operations, driving market share growth and implementing strategic changes. • Led the budget process, overseeing capital outlay and annual sales growth strategies for a major facility. • Supervised 10 direct reports and 200 employees across various departments, enhancing operational efficiency. • Achieved significant improvements in cash flow and safety metrics, positioning the facility among the top performers.

• Promoted to Plant Manager within 6 months due to successful growth target achievements. • Managed full P&L responsibility of $35M for the manufacturing and distribution of glass products. • Supported 150 employees across various departments, ensuring customer satisfaction with multi-year contracts. • Spearheaded a multimillion-dollar plant expansion, achieving significant growth and reduced rejects.

Appointed to lead manufacturing, assembly, and distribution of material handling products, I directed roll form, welding, finish (liquid /powder coating), shipping/receiving, inventory control, purchasing, and quality departments along with distribution center activities. I met the $2.5M yearly labor budget and $500K capital expenditure while supervising unionized/non-unionized production staff, including 4 direct reports and 100 shop staff. DELIVERED RESULTS: ==> Slashed man-hours/ton 10% and enhanced product throughput.

Recruited by former Triptych supervisor, I oversaw OEM manufacturing/production of cargo equipment, hardware, baggage loading systems, and bonded panels for commercial airline and air freight. I helmed $40M P&L for a 250-person operation with 6 locations that included Tijuana and London. In this role, I led manufacturing, production, shipping, inventory, purchasing, and quality departments of all sites. DELIVERED RESULTS: ==> Decreased 20% on ground raw materials. ==> Spearheaded 2 additional satellite facilities to support the repair process. • Achieved a 20% reduction in raw materials on the ground by developing JIT inventories, one-piece flow, and cell manufacturing.

PRODUCTION MANAGER 1997 to 1998 Directed operation, process, and quality improvements in a Class 100 clean room for the pre-production departments of this company that manufactured compact discs through injection molding on a 24/7 basis. SHIFT MANAGER 1996 to 1997 PROJECT MANAGER/SALES REPRESENTATIVE 1995 to 1998