Tod Farmer: in Lake Forest, CA

ANAJET, LLC, Costa Mesa, CA September, 2012 through June, 2015 Vice President of Operations AnaJet designs, manufactures and supports the fastest and most durable direct-to-garment printers on the market. As VP of Operations, responsibilities primarily included driving continuous improvement with regard to manufacturing, safety, quality, cost & delivery. Operations results: • Creation & focused attention to relevant quality metrics (six sigma techniques) and quick response execution of root cause countermeasures resulted in an 80% reduction in overall quality defects/incidents year-over-year. • Successful implementation of Production Control & Supply Chain Management Strategies resulted in a $2.05 million reduction in inventory (45.7% overall reduction). • Excellent order processing and MRP execution contribute to monthly On Time Customer Delivery at 99.5% - order by noon - ink and/or consumable parts ship the same day. • Two years in to implementing a perpetual inventory control system (changed from periodic) results in Inventory Accuracy (measured monthly) at 99.6% while reducing costs of the counts by 66%. • As a result of successfully executing lean manufacturing strategies and flexible labor (via utilization of temporary workforce), Productivity (as measured by Labor Grand Efficiency) improved 30% (over 2 years) resulting in a proportional direct labor reduction of 30%. • Strategies to improve safety – safety awareness campaigns - improved results by 99% - no lost time claims/incidents in last 12 months. • Successful application of Lean/Six Sigma concepts contributed to Gross profit 30% higher year-over-year.

L3 – INTERSTATE ELECTRONICS CORPORATION, Anaheim, CA 2010 - 2012 Director of Operations, Instrumentation Systems and Services IEC is comprised of engineering, technical and manufacturing professionals and provides unique technical solutions for a broad spectrum of commercial, government and military customers. Its portfolio of satellite-based signal processing products includes advanced global positioning system (GPS) solutions for sophisticated military applications for which positioning navigation and timing are critical. • Successfully directed the Operations function in supporting the Instrumentation Systems Division in meeting all Quality, Cost and Delivery goals throughout the 2010/2011 fiscal years (approximately $67 million in sales). • Managed technical teams and tasks in successfully supporting customers such as the Missile Defense Agency, Lockheed Martin Space Systems, Boeing, Raytheon, General Dynamics as well as the U.S. Navy (Special Projects). • Supervised Cost Account Managers whose charter is to estimate, budget and manage costs throughout the entire design, manufacturing and product support phases. All programs were within budget and met or exceeded profit goals. • Duties include managing suppliers (contract manufacturing) for certain product lines - circuit board manufacturing, power amps, power supplies, GPS Receivers, etc. Effort resulted in successful Quality, Cost and Delivery metrics.

CALSONICKANSEI NORTH AMERICA, Irvine, CA 1995 - 2009 An $800 million global manufacturer and supplier of automotive components. Director of Operations / Plant Manager (2006 – 2009) Managed diverse, cross-functional, multi-disciplinary teams in the fulfillment of corporate productivity, quality and bottom-line objectives, including 5-6 direct report managers who in turn supervised 300 to 350 employees in Production Control & Logistics, Manufacturing, Manufacturing Engineering, Quality Assurance (Supplier QA), Quality Assurance and Continuous Improvement Activities. • Consistently exceeded established productivity goals by 12% (or more) per year by implementing and facilitating continuous improvement and lean manufacturing processes throughout organization. • Developed and executed supply chain management strategies in conjunction with corporate logistics and purchasing groups to assure on-time delivery with lowest cost. New strategies resulted in $250,000 of annual savings for the California Operation. • Improved quality, reducing PPM rejects from 500 PPM to 10 PPM within 3 years by initiating and overseeing company-wide Quality Improvement Teams that involved training 350 salaried and hourly employees in TS-16949 (ISO 9000) processes and implementing error proofing systems. • Through applying Value Stream Mapping strategies and efficiency concepts, able to re-layout plant floor and improve manufacturing processes requiring 30% less floor space, allowing for the reduction of 30% of component and work-in-process inventory. • Created safe and healthful work environment by extensive safety training of workforce. Conducted daily meetings to focus on safety and housekeeping (5S), resulting in zero lost time accidents over three years. • Directed three-year drive to modernize plant and quality, exceeding all 19 Key Performance Indicators, including P&L and Inventory Turns, resulting in multiple Nissan and General Motors Supplier Awards. • Through training key employees and audits, successfully managed in compliance with J-SOX, the Japanese Sarbanes Oxley Act.