Roger Giguere is a proven Operatiions Executive with over twenty years experience leading both domestic and international sites dedicated to the manufacture and overhaul of commercial and military products. He has an excellent track record developing and incorporating lean manufacturing throughout an enterprise and a solid reputation for improving profit and incorporating effective change within an organization. Roger served as a General Manager for a start-up subsidiary of United Technologies and was a Vice President of Operations at three separate divisions of Goodrich Corporation and a key member of the executive leadership team. Roger holds an MBA from the University of Texas at San Antonio and Bachelor of Science Degree in Industrial Technology from Central Connecticut State University.

Global Aftermarket Business Unit Manager @ Roger is charged with providing leadership for two aftermarket facilities within the Parker Aerospace Group, including one domestic and one international location. Parker is the global leader in motion and control technologies, engineering innovative products and systems to increase their customers' productivity and profitability. From December 2010 to Present (5 years 1 month) Senior Management Consultant @ Accessed the current status of the business and helped establish short and long range goals and objective for the business with a focus on quality and cost management. Successfully integrated into the organization and functioned as a business coach to the Owner and his staff. From January 2010 to October 2010 (10 months) Director of Operations @ Spearheaded operations for 300M+ business serving the U.S. Navy, driving activities of 350-member cross-functional team and managing a $52M budget. Oversaw all aspects of Department, from manufacturing engineering, traffic, and shipping and receiving to materials and capital planning, procurement, and maintenance. • Introduced critical structure to Continuous Improvement efforts through development of a 3-phase program that included definable achievement levels with specific criteria and awards. • Delivered significant improvements to efficiency – cut production hours by up to 20% – through introduction of Lean manufacturing methods. • Generated $1M reduction (33%) in overtime and rework without any adverse impact to customer quality and delivery performance. • Boosted employee engagement by initiating daily huddles and board walks to build a team-oriented atmosphere. • Teamed with Director of HR to negotiate strong 4-year contracts with 5 separate unions. From June 2007 to July 2009 (2 years 2 months) Senior Supplier Integration Manager @ Advanced corporate effort to consolidate suppliers by directing development and execution of joint partnerships with private equity firms. Negotiated the first partnership agreements between senior leadership and supply base. • Captured a 12% reduction in supplier part prices, as well as a 3% rebate for additional orders placed with the supplier. . From October 2006 to June 2007 (9 months) Division VP of Operations @ Over course of tenure, piloted activities for 3 separate corporate divisions and multiple plant operations, including both U.S. and international manufacturing sites. Boosted customer service by driving restructuring efforts, instituted new policies, and proactively supported team strengthening efforts. Implemented 5S, TPM, standard work, set-up reduction, root cause and corrective action (RCCA), Lean Daily Management Process (LDMS) and Six Sigma at multiple facilities. • Significantly improved productivity through strategic shift of organization from a job shop to a more team-oriented cellular manufacturing environment. • Generated up to 40% improvement in on-time deliveries. • Lowered costs 30%, while improving profit margin through successful introduction of a continuous improvement plan. • Recognized with VPP Safety Award from OSHA for achieving world-class levels of safety for 2 manufacturing sites. Additionally, earned state and federal certificates for safety program and achieved over 1M hours worked without a lost time injury. From February 1999 to September 2006 (7 years 8 months) Materials Manager, Business Unit Manager, Operations Manager, President/GM at PWSA (UTC) @ Directed manufacturing and repair team in daily operations of 2 military jet engine and overhaul facilities, with control over P&L. Consistently sought areas ripe for improvement, as well as new business opportunities. Promoted steadily through 2 positions, from original role as Material Manager. • Drove successful process improvement efforts by leading targeted Kaizen events – reduced floor space by 50%. • Tapped to lead an Operation's proposal team, made up of leaders from 3 major aerospace OEMs, with an established goal to take over military overhaul at Kelley Air Force Base in San Antonio, TX. • Established 2 Greenfield facilities, and Pratt & Whitney's place as first commercial aerospace company to move onto the base, which provided a strong strategic advantage. • Generated $600M over 5 years through capture of 6 major contracts. From January 1988 to February 1999 (11 years 2 months)

Bachelor of Science, Industrial Technology @ Central Connecticut State UniversityMaster, Business Administration @ The University of Texas at San Antonio Roger Giguere is skilled in: Continuous Improvement, Lean Manufacturing, Kaizen, Cross-functional Team Leadership, Start-ups, Turn-around Operations, Due Diligence, Manufacturing, Process Improvement, Procurement, Strategy, 5S, Leadership, Change Management, Engineering, Management, Manufacturing Engineering, Aerospace