Robert McDonald is a senior manufacturing executive with over 25 years of experience leading operations for paper and packaging companies. He has a track record of improving productivity, reducing costs, and fostering collaborative labor relations. McDonald's background includes roles as Vice President of Manufacturing and Director of Manufacturing where he introduced Lean practices, negotiated labor agreements, and oversaw multi-site operations. Currently, he serves as Operations Manager for Intertape Polymer Group, leading a site that achieved significant margin growth and safety improvements under his leadership.

1. Robert McDonald
Web Portfolio: http://webprofile.info/rmcdonald/
M: 920-243-3772
Email: bmac5777@aol.com
Neenah, WI 54956
SENIOR MANUFACTURING, OPERATIONS & MANAGEMENT EXECUTIVE
Drive operational excellence and bottom-line ROI through depth of experience in strategic planning, labor relations,
process optimization, operational efficiencies, contract negotiations, and project management. Catalyst for growth,
change, and best in class performance. Versatile and accomplished leading union and non-union cross-functional
teams and directing multisite operations for multimillion-dollar organizations. Develop visionary solutions to
operational and financial challenges through demonstrated expertise in:
• Board-level Communications / Decision-making • Balancing Safety, Quality, Environment & Cost
• Collaborative Labor Relations / Negotiations • Team Development / Deployment / Motivation
• Productivity Improvement / Performance Metrics • Optimizing Customer Experience
• Market Identification / Product Definition • Strategic Planning / Tactical Execution
• Complex Capital Project Management • Multi-functional / Multisite Leadership
EXECUTIVE EXPERIENCE
Intertape Polymer Group, Inc., Menasha, WI 2013 – Present
Leader in packaging industry, with sales exceeding $800 million and stock trades on Toronto Stock Exchange.
Operations Manager
Leadership for overall site, representing company at local and state level.
• Hired, developed and mentored new leadership team, leading to engagement with union workforce and
fostering collaboration.
• Achieved significant improvement in gross margin through operating efficiency focus and key cost reduction
projects totaling $2.1 million.
• Leading the cultural transformation from a strong-traditional union culture to one that is collaborative and
LEAN focused.
• Achieved world-class level of safety performance with 75% reduction in TCIR.
• Achieved world-class level of quality performance with 50% reduction in customer returns.
Finch Paper LLC, Glens Falls, NY 2010–2012
145 year old producer of premium un-coated printing papers with $300 million in annual sales and 750 employees.
Vice President of Manufacturing
Recruited to provide vision and leadership across all operation functions for 650+-member organization with seven
unions producing 700 tons of paper daily.
• Convinced BOD on “take or pay” supply agreement with equipment manufacturer, which conserved capital
and would generate $90 million over 15 years on $26.5 million project.
• Contributed to $20 million sales growth over two years through developing business and manufacturing plan
to target emerging digital print industry.
• Reduced Total Incident Rate from 5.0 to World Class 1.36 level as a result of gaining union buy-in on safety
initiatives through collaborative development and implementation of five-year safety plan.
• Realized $1.5 million in year-one cost saving while improving labor relations through collaborative analysis,
selection, and implementation of High Performance Work System.
• Achieved 100% up-time for first time in mill history through focusing teams on operator work system reliability
and proactive root cause analysis to address concerns before they became outages.
• Reached $2 million net gain in annualized savings as a result of reducing chemical usage after implementing
new computer system to enhance process controls.
• Cut environmental incidents 60% by changing culture through communicating expectations and accountability
across all organization levels.
• Saved $2.3 million in maintenance contractor expense through implementing needs analysis and workload
balance plan to utilize existing maintenance manpower more efficiently.
Green Bay Packaging, Green Bay, WI 2007–2010

2. Privately owned, diversified paper and packaging manufacturer founded in 1933 with 3,000 employees and 30
manufacturing locations.
Director of Manufacturing
Provided leadership for $250 million Coated Products Division with six North American locations, 350 employees,
and regional slitting of master rolls, warehousing, and distribution.
• Lowered working capital $4 million through developing logistics function and methods.
• Decreased operating schedule 29% through development and execution of negotiation strategy.
• Improved productivity 18% as a result of establishing operating standards and performance monitoring charts.
• Led Lean/Six Sigma implementation that improved relationships of salaried and hourly employees.
• Aligned leadership with organization goals through developing and implementing meaningful and functional
three-year strategic plan.
Fox River Paper Company, Appleton, WI 1991–2007
Largest, privately-owned premium fine paper company in U.S. with $250 million in annual sales and 800 employees.
Vice President of Operations (2000–2007)
Directed four plant managers as member of senior leadership team in production of highest quality products in
safe and efficient manner across all operation functions.
• $26.4 million reduction in manufacturing cost realized as a result of collaborating with labor on
implementation of Lean/Six Sigma tools.
• Offset $70 million sales decrease from traditional markets with new emerging markets business that utilized
existing operational capabilities.
• Maintained asset integrity and operational efficiency across four plants through effective management of
capital spending during difficult market conditions.
• Conducted comprehensive analysis on capacity rationalization that enabled increase in utilization from low-
80’s to mid-90’s while reducing fixed costs $12 million.
• Integrated 30,000-ton business acquisition into existing facilities through identifying capital equipment needs
to expand capabilities.
• Ratified labor agreements in multiple plant locations while maintaining positive labor/management relations.
• Trained 300 employees in DMAIC and Lean Tools that achieved significant employee involvement and
support in completion of 185 projects and 85 Kaizen 5S Events.
• Produced $10 million reduction in raw material and operating supply costs across multiple plants through
collaborative decision analysis process.
Fox River Paper Company
Mill Manager (1991–2000)
Managed 180 employees through 7 department managers in safe and efficient operation of Fine Paper Mill.
• Increased national account business from 20% to 65% of revenue as a result of transitioning company from
stock generated sales specialty.
• Maintained high service levels during relocation of warehouse and distribution center from Wisconsin to Ohio.
• Eliminated 100% of grievances from historical levels of 30-35/yr. through creating open dialog and
collaborative mindset with union labor groups.
EDUCATION
B.S., Paper Science, Western Michigan University, Kalamazoo, MI
PROFESSIONAL DEVELOPMENT
Analytical Problem Solving, Madison, WI
Facilitator Training, Development Dimensions International (DDI)
Lean Enterprise, Madison, WI
CERTIFICATIONS
Six Sigma Green Belt, Jamie Crichton (Consultant)
DDI Facilitator, Development Dimensions International (DDI)