Todd Peterson

Experience

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  United States Army Reserve

  Feb 1979 - Jun 1996

  Captain, Infantry

  • Enlisted Cavalry Scout (1980).• Commissioned 2nd Lieutenant, Infantry (1983). • Assignments included: Artillery Spotter, Infantry Platoon Leader, Basic Training Company Commander, Battalion Personnel Officer, Battalion Supply Officer, and Brigade Operations Staff Officer. • Skills learned: Strategic and tactical planning/execution, Leadership, staff management, importance of training, standards, and decision making.

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  James River Corporation

  Oct 1980 - Dec 1992

  Research Engineer

  • Conducted Paper Mill trials for structure development on Northern Bathroom Tissue and Brawny Towels. Using Design of Experiments approach: establish hypothesis, design variations to machine settings and additives to test parameters, run trial/gather data, and analyze.• Design/tested emboss structures to improve softness and absorbency.

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  Printpack Inc (formerly James River Corporation)

  Dec 1992 - Jun 1995

  Production Manager

  • Managed the bread bag converting department, 3 salary supervisors, 3 foreman, and 240 union employees across 3 shifts• Reduced total department costs 34% by: o Setting up work groups and clearly defined each job category to allow machine issues to be addressed faster o Eliminated the rework culture, and 3 shifts of 5 employees performing this activity. Eliminated practice of running imperfect product o Established a formal PM program to move away from the reactive breakdown maintenance focus. Show less

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  J&J Packaging

  Jun 1995 - Jun 1999

  Plant Manager

  • This operation was a small POP assembly/fulfillment center. Staff of 5 hourly associates and 78 temporary (non-union) employees on two shifts.• Reduced operating costs by 15% on the production floor by improving flow and implementing a maintenance/setup program.• Improved estimating system by establishing standards for specific activities.

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  Sonoco Display and Packaging

  Jul 1999 - Dec 2013

  Plant Manager

  • Staff of 6 in 1999, 40 salary/hourly non-union employees and upward of 350 temporary employees across 3 shifts. Full P&L responsibilities for the plant, 1999 at $12 million in revenues grew to $22 million in 2007.• Ensured plant met standards for FDA, EPA, DEA, cGMP, and AIB as required by customers or products packaged on the premises.• Managed multiple plants during business restructuring; lead one turn-around overseas; lead one company purchase from due diligence thru integration; lead project for business transition from competitor inside a customer DC.• Established a Key Performance Indicator (KPI) for each area of the business to drive improvement and obje4ctive accomplishment. • Establishing a strong safety culture in the plant (Last 4 years incident free - includes full-time and temporary employees), over 650,000 safe labor hours• Increasing productivity 7-10% every year utilizing lean principles throughout the organization. • Reduced total overhead costs of the plant by an average of 7% annually. Employee involvement at all levels of the organization.• Identified, implemented, and managed a maintenance management system (MMS) to improve preventative maintenance for each family of equipment. Show less

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  Express Packaging Inc.

  Aug 2014 - Mar 2015

  Plant Manager

  • Staff of 6 mid-entry level leaders. Non-union food packaging environment. SQF 3 Registered. Plant was staffed with 50-100 temporary employees across 3 shifts. • Privately held company thus I managed a modified P&L. My staff and I worked together to take the plant from a history of negative EBITDA to operating in the black the past 5 months.• Ensured plant met standards for FDA, SQF, cGMP, and AIB as required by customers or products packaged on the premises. • Worked with HAACPs for food safety, HECPs for machine safety, and auditing to ensure safe work conditions and employee actions.• Established a Key Performance Indicator (KPI) for each area of the business to drive improvement and objective accomplishment. • Spent a great deal of time identifying the strengths and weaknesses of my team and their subordinates. Identified some weak players and developed performance improvement plans to get them engaged in the business. In the past 5 months I replaced both shift supervisors the others are contributing to the success of the team.• Restructured the maintenance program to improve uptime and performance. Show less

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  RR Donnelley

  May 2015 - Feb 2024

  Operations Manager

  Responsible for planning, organizing, directing, and controlling the activities of production department and warehouse operations which also includes performance of all functions within the department. Medical device assembly and fulfillment.

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  Procrastination Inc

  Feb 2024 - now

  Retired