Mark Coombs has over 10 years of experience in manufacturing leadership roles, with a track record of improving safety, quality, productivity and costs. He currently manages the profit and loss, projects, and customer relationships for a defense manufacturing division. Previously he held site manager roles with responsibilities including production, safety, quality, costs and leadership of over 100 employees. He has an MBA from Purdue University and supplementary training in areas including leadership, negotiation, root cause analysis, and manufacturing systems.

1. MARK J. COOMBS MBA
N3444 FOUR SEASONS DRIVE, IRON MOUNTAIN, MICHIGAN, 49801
(H) 906 828 1599 (C) 773 406 5612 mcoombs57@hotmail.com
PROFILE
A results-achieving professional with ten years of manufacturing P&L responsibility, driving change and profitability
performance while improving safety and customer service. A leader with well developed communication skills and a
progressive track record of responsibility. Hands on LEAN manufacturing, project management, sales, and market analysis
experience in matrix, team and cross-functional work environments. Demonstrated leadership, a change agent able to
develop team focused ownership cultures while delivering on improved safety, quality, productivity and costs.
CORE COMPETENCIES
Organizational leadership Margin minded Data driven optimization
Team building Innovative solution provider LEAN and TPR
Coaching and mentoring System implementation Execution & follow through
Change management Strategic & business case development Project management
OBJECTIVE
To join a dynamic team in a senior management role, increasing margins and operational team effectiveness though data
driven process optimization, team ownership development and system implementation, execution and follow through.
PROFESSIONAL WORK EXPERIENCE
OLDENBURG GROUP INCORPORATED
Oldenburg Group Incorporated is a Milwaukee-based supplier of performance-engineered products used in the defense, mining,
energy and architectural lighting industries worldwide. Founded in 1981 by Wayne C. Oldenburg, its administrative,
manufacturing and distribution facilities are located in Wisconsin, Michigan, New Hampshire, Virginia and South America.
Defense Programs Manager (South) Kingsford MI, 04/2011 - present
Roles: Manage the P&L, scheduling, technical performance and customer interface of OGI naval defense products through
effective communication and coordination of functional departments (engineering, manufacturing, logistics procurement) and
external organizations. Major duties include the coordination and monitoring of project schedules, costs and technical
performance, ensuring the successful execution of customer deliverables. Participate in the identification and development of
new engineered solutions for customers leveraging OGI's engineering and flexible manufacturing expertise.
Selected achievements:
• Secured > $6 million in follow on contracts and contract modifications
• P&L for 30 projects with three large shipbuilders: U.S. Navy, HII Ingalls Shipbuilding and Austal USA.
ISP MINERALS
ISP Minerals is a leading manufacturer of semi-ceramic coated colored roofing granules for the North American residential
and commercial asphalt shingle markets. ISP Minerals is vertically integrated with shingle manufacturers GAF-ELK and is
part of International Specialty Products Inc. (ISP), a leading global supplier of specialty chemicals and performance-
enhancing products for a wide variety of personal care, pharmaceutical, performance, beverage, and industrial applications.
Site Manager Pembine WI, 04/2009 – 12/2010
Roles: Overall leadership and management for all aspects of an 800K ton per year mining and crushing facility and 400K
ton per year milling, coloring and shipping operation with revenues of approximately 30 million USD. Direct supervision,
development and mentoring of a fifteen member management team and responsibility for a 120 person unionized plant;

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developing effective strategies and initiatives to guide the team through a turn around while achieving significant
improvements in safety, operational and cost performance. Development and management of 18 million USD annual
operating and 2 million USD annual capital budgets and 5 year operational plans.
Selected achievements:
• Over 2 years without a lost time accident and 600 days without a reportable injury resulting from the implementation
of effective lead indicators and an ownership culture based on trust and communication
• Sustained 15% increase over historical milling production rate for Q3/Q4 2010 by coaching the leadership team on
the effective use of downtime and rate loss Paretos
• Sustained annual savings of 0.5 million USD per year in power costs through improved productivity and the
successful negotiation and implementation of power curtailment and off peak riders
• Zero environmental NOVs and a 30% increase in housekeeping score through the effective
implementation of 5S
• Recruitment and hiring of key managers and department realignments
• Union contract administration with no grievances to arbitration
• Restored profitability of the operation in 2010, an improvement of 2.3 million USD in net income versus 2009
• Zero customer quality complaints for two years through the implementation of control charting and a renewed
vigilance on product specifications
•
HOLCIM (US) INC.
Holcim is a leading US and global supplier of cement, mineral components, aggregate and ready mixed concrete in over 70
countries. Holcim (US) has revenues of approximately 1.5 billion USD with approximately 2000 employees in the US.
Swiss based Holcim is an industry leader in industrial safety and sustainable development. (www.holcim.com)
Plant Manager Chicago IL, 01/2001 – 04/2009
Roles: Overall leadership and management for all aspects of a 500K ton per year cement grinding operation with annual
revenues of 30 to 40 million USD. Direct supervision, development and mentoring of eight supervisors and approximately
thirty non-unionized employees. Responsible for the successful negotiation, management and implementation of raw
material, inbound freight and utility contracts. A leader successful at developing an ownership culture built on trust,
teamwork and communication. Directly responsible for the successful implementation and sustained use of LEAN
manufacturing principles, a rigorous approach to project management, root cause analysis and the implementation of
environmental and quality management systems. Led the leadership team in the development and execution of annual
capital and operational budgets in addition to the creation of detailed five year strategic plans for the operation.
Selected achievements:
• Changed a culture from blame and finger pointing to one of personal ownership through the effective use of issue
mapping and coaching
• A leader dedicated to a safe workplace that achieved 4 years without a lost time accident
• Met or exceeded plant performance objectives 2006 through 2008, achieving record plant production
volumes for three years resulting from the effective use and implementation of LEAN principles and
technical data driven solutions
• Zero environmental NOVs for 8 years through the effective implementation and use of an EMS
• Quality coefficient of variation improvement to 4.6%
• World class net operational equipment efficiency of >85% achieved through the effective use of LEAN
methodologies including downtime and failure Paretos
• Total cost reduction of 773K USD (variable and fixed) in 2008 and fixed costs under budget by 1.05 million
USD in 2006 through effective contract management and improved plant reliability

3. • Achieved record mean time between failure (MTBF) for the plant of >110 hrs
• Holcim PMA “Train the Trainer” - completed capital projects >5% under budget and ahead of schedule
33% improvement in housekeeping scorecard facilitated through 5S implementation
Mark Coombs Page 3 of 4
• Exceeded expectations” for personal performance and recognized for the Holcim President’s Award ’06 – ‘08
• Responsible for successful ISO 9001/14001 implementations at the location
• Community and stakeholder recognition – “Good Neighbor” and “Clean Diesel Partnership” awards in 2004
Product Marketing Specialist (MIC) Atlanta GA, 04/1998 – 01/2001
Roles: Researched, analyzed and provided market segment knowledge for the Southeastern US cement market during
and prior to the introduction of new construction products with high recycled content. Assisted the SE sales regions with
the promotion, strategic positioning and successful introduction of new construction products through the support and
training of division staff, customers, regulators (DOT, ASTM), architects and engineers (both push and pull strategies).
Assisted with contract management for fly ash (TVA, Alabama Power) and blast furnace slag (U.S. Steel).
Selected Achievements:
• Successful introduction of mineral components into the southeastern US sales region through the use of efficiency
models and value added marketing techniques
• Familiarity developing and the use of Excel based margin and physical distribution optimization models
LAFARGE CONSTRUCTION MATERIALS (CANADA)
Lafarge is the largest diversified supplier of construction materials in the US with over 1000 locations supplying cement,
gypsum, mineral components, aggregate and concrete products. Lafarge SA, based in France, has operations in over 80
countries. (www.lafarge.com)
Technical Sales Hamilton ON, 01/1994 - 04/1998
Roles: Responsible for the sales and promotion of light weight, engineered and packaged aggregates, cement raw
materials and specialized industrial minerals. Coordinated material movements for customers, by truck and vessel, to
markets in Ontario and the United States. Developed markets for roofing and packaged light weight aggregate.
Published articles in the Ontario Roofing Contractors Association newsletter and Canadian Masonry magazine.
EDUCATION
MBA Purdue University 2008
Bachelor of Science – Ecology (4 year) University of Toronto 1990
SUPPLEMENTARY COURSES
MVT Training 2010 Keene Group Union Avoidance 2005
Control Charting Training 2009 ISO Auditor Training 2004
Covey Resonant Leadership Week 2007 Holcim Cement Manufacturing / PMA – 4 wks 2002
TapRoot – root cause analysis training 2007 Holcim Management Seminar - 2 wks 2001
CCL – “The Looking Glass Experience” 2005 Karass Negotiation Training 1999
COMMITTEE INVOLVEMENT
Holcim Ltd MIC CEM -subject matter expert
Chicagoland Chamber of Commerce -member
Illinois Chamber of Commerce -member
Calumet Area Industrial Commission -member
Holcim Community Advisory Committee -chairman
ACI and ASTM -member and committee member (1998 - 2004)

4. Bay Area Restoration Council -member and director (1996 - 1997)
INTERESTS
Downhill ski racing, playing bluegrass music, fly fishing, kayaking, camping, golf, carpentry, rugby