Luigi Cusano Portfolio

Table of Contents

• Expertise and Executive Summary• Key Results• Span of Control and Business Collaboration• Situation (Context) / Action Plan / Results

• Safety Culture Improvement Strategy• Leadership Development Program ( Q Challenge)• Strategic Master Site Plan Development and Execution

Executive Summary Passionate, engaged and resilient leader with proven ability to execute, inspire and transform organizations into safe, productive and improved value to business and customer. Outstanding ability to drive visionary strategic planning and maximizing key partnerships and relationships. Dynamic interpersonal and communications skills enhanced by strong business acumen with expertise in leading, motivating and inspiring teams to reach and exceed goals. Perfectly suited for an organization seeking an accomplished leader who has the ability to execute and drive value at all levels of the organization with a strong focus on people and customers. My dream is to create a future that "why we do what we do" is clear to all while maintaining a respectful harmony in personal lives and our work while executing flawlessly for stakeholders

Luigi CusanoExpertise• Senior Executive Leadership

• Manufacturing, Supply Chain, and Quality

• Lean Six Sigma Leadership

• Enterprise revenue and margin growth

• Strategic Planning and Execution

• Technology and Product Realization

• Business Process Engineering

• Safety and Performance Culture Transformation

• Talent spotting and development

• Aerospace, Electronics, Specialty Chemical and Industrial Sectors

• Doubled Oven Capacity and Reduced VOC Emissions 50% through Innovative Design

• World Class Capital Replacement quadrupling Print capacity

• Advanced Lean Tools (OEE, PQPR, PFEP)

• Removed Fear of Near Miss Reporting

• Improved OSHA Rate from 1.9 to <1 0

• Reduced VOC emissions

• Lean Practitioner Program driving $12mil in stakeholder value

• Managers became leaders• Underperformers – some became

stars and some departed• Celebrated successes

“Don't judge each day by the harvest you reap but by the seeds that you plant.” - Robert Louis Stevenson

Quality Policy Aligned to Strategy and Results

Rework improvement from 45% to <2%

Margin improvement with 3-6% material cost increase

and increased depreciation

Delivery and satisfaction index improved from 60 to

90% and 60 to 83% respectively

Key Results

2009 2010 2011 2012 2013 2014 2015

2.39 2.5

1.85 1.91

0.921.17

0.95

OSHA Injury Rate vs Goal

2010 2011 2012 2013 2014

119140

161

201187

Revenue (in millions) vs Plan

2007 2008 2009 2010 2011 2012 2013 2014

6957

92 97 92

6375

90

6375

84

Delivery(OTS)/Customer Satisfaction Index

OTS CSI

2009 2010 2011 2012 2013 2014

22 2220 19

23 22

0.2 0.2 1 2 3 4

Margin (%) vs Depreciation (Indexed)

Margin Depreciation

Line P Line Insert Line Cure 1 Line Cure 20

1020304050607080

Baseline 2012 2013 2014

World Class

Overall Equipment Effectiveness (OEE ) Trends

2010 2011 2012 2013 2014

76

79

7574

75

Productivity Total Plant (%)

Key Results - Continued

Q1 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

Q1 2013

Q2 2013

Q3 2013

Q4 2013

201450

700

3500

55006000

6600

30002000

150 300

Delinquencies ($000)

2010 2011 2012 2013 2014

225 220 250

430 415

54 54 54 56 58

Labor – Direct vs Indirect

Direct Indirect

Henkel

Manufacturing Operations

Quality Assurance, Control and Engineering

Process and Manufacturing Engineering

Planning, Material

Replenishment, Warehousing and Logistics

Facilities Engineering, Security and Maintenance

Environmental Health and

Safety

Finance

Human Resources

Project Management and Capital

Design Engineering

Information Technology

Customer Service

Hexcel

Span of Control and Business Collaboration

Henkel

Marketing, Product

Management and Sales

Global Operations /

Environmental Health and

Safety

Customer Service, Supply

Chain, Strategic Sourcing

Research and Technology

Product Development

Legal and Human

Resources

Corporate Engineering

and Advanced Manufacturing

Immediate Span of Control Business Leadership and Collaboration

Hexcel

Cross Functional Collaboration - Global Customer Interactions and Relationships

Cross Functional Collaboration - Regional and Federal Regulatory AgenciesSupplier Qualification and Negotiation

Safety Culture Improvement Strategy

• Context• Actions

• Outcomes and Results

• 2012 a year of extreme challenge for leadership, team and individuals. • Experienced deterioration in occupational safety, process safety, environmental

compliance, process reliability and capacity shortfalls. • We decided this was the last year of such performance shortfalls. So we asked how can

we innovate to achieve our desired results?• We wanted to be great and to do so required a strong focus on

Authentic Inspirational Leadership Team Building Tactics to drive the trust that catapults us up the Team Success Pyramid.

• Our journey has been a good one and we expect to be great!

Safety Culture – Context (Situation)

"I'm not certain you heard me," O'Neill continued. "If you want to understand how Alcoa is doing, you need to look at our workplace safety figures.“ Paul O’Neill former CEO Alcoa

• Safety Logo and Tagline• Safety Football• Safety Challenge• Marshmallow Challenge

• Safety Fridays• Safety Day• PSM / PHA• Huddle Meetings

• Q Challenge Workshops• Engagement• Communications• Training

• Vision• Management Commitment• Priorities Set

Safety Summit

Leadership & SafetyTeams

Team Building

Safety Awareness

Safety Culture – Strategy

Jan ‘12 Oct ‘12 Feb ‘13 Jan ‘14 Jan ‘15

• Management’s roles and responsibilities

• Near Miss Reporting

• Objectivity (Behaviors) Measured, Observable, Reliable and Specific (MORS)

• PIC/NIC• Positive Immediate

Consequence (PIC)• Negative Immediate

Consequence (NIC)

• Effectiveness of (MORS)

• PIC/NIC Incorporation into management approach

• Machine Safety• Other

• Safety program effectiveness

• Break out teams identified top three focus areas

• Communications• Engagement• Training

Safety Culture – Journey / Actions

Lock Out Tag Out (LOTO) Job Hazard Analysis (JHA)

Process Safety Management (PSM) 14 Elements

Lead

ersh

ipBe

havi

ors

Tool

s and

Sy

stem

s

Advanced Root Cause Analysis

Safety Alerts: LCDs

Risk and Hazard RecognitionFMEA / 8D

Process Hazard Analysis (PHA)

Celebrations

• Safety Performance

• Engagement/Participation• Safety Fridays• Contests – safety logo, risk identification• Celebrations• Safety Day• PHA’s• Setbacks as learning opportunities• Near Miss Reporting

2009 2010 2011 2012 2013 2014 2015

2.39 2.51.85 1.91

0.92 1.17 0.95

OSHA Injury Rate vs Goal

Safety Culture – Outcomes and Results

Leadership Development Program



• Dysfunctional Leadership Team and collaboration was not a common theme• Performance Management and Accountability not executed. Everyone had outstanding

performance reviews through their careers without getting any feedback as to how they were really performing

• Goal setting was not SMART (Specific, Measurable, Achievable, Realistic, Time bound)• Emerging Talent did not have a path for growth and development• Problems were not being solved, symptoms were masked• Corporate programs were not available to the leadership team and subordinates• We decided this was the last year of such performance shortfalls. So we asked how can

we innovate to achieve our desired results?• We wanted to be great and to do so required a strong focus on

Authentic Inspirational Leadership Team Building Tactics to drive the trust that catapults us up the Team Success Pyramid.

Leadership Development Program – Context

Aim high when recruiting/hiring for leadership and technical roles Hire attitude and teach skills Production Supervisors an Entry Level Role for Talented Engineers

Collaboration and Team Work through effective leadership programs Q Challenge, ALP, Fierce Conversations® for Supervisors, Managers and Future Leaders Pilot training execution and effectiveness in one key area

Encourage healthy sparring (mental martial arts) Align oculars and actions to achieve results Challenge and Provoke learning through setbacks Formal mentorship Obtain black belt in living our values

Navigate using common instruments S.M.A.R.T. Goals STRAP (Strategic Plan) Cross functional and functional Roles and Responsibilities

Leadership Development Program – Context

2012 2013 2014

Leadership Development– Journey / Actions

• Defined problem and collaborated with Hexcel Global Leader for Development

• Provided inputs to Q Challenge

• Q Challenge Session 1 of 3

• 10 Participants

• Direct and indirect reports


• 10 Participants



• 10 Participants


• 8 of 10 participant s earn certificate


• 10 Participants



• 10 Participants



• 10 Participants


• 10 of 10 participant s earn certificateQ Challenge Group 1 Q Challenge Group 2

• Fierce Conversations

• Direct Reports and peers

• Fierce Conversations

• Direct Reports and supervisors

Key Programs Sponsored• Communications• Engagement• Training

Key Program Sponsored• Direct Labor bidding proves

• Develop a strong team into a High Performance Team

• Improve team communications skills

• Shape the Hexcel culture for the future

• Capitalize on existing qualities and inspire peer groups

“The best teams develop themselves further when they are winning, not after they start to lose!” – Phil Jackson

Q Challenge Program Objectives

Program Concepts

Change Management

Performance Maximization

• Strategy to align culture to Hexcel Values• Leadership effectiveness• High performance negotiations• e-coaching (e.g. emotional intelligence)

• Measurement of ROI, POL and ROC• Performance Strategy and Management• Customer Marketing and Retention• High Performance Teams

Common Language and Tools

“I believe that Q Challenge was a very effective leadership course. I have attended multiple leadership courses in the past that primarily focused on book learning, personality types, team building, etc. This course focused on situations, interactions and methodologies to get the most out of yourself and your team.” “Anybody can be a manager of task, few truly lead.”

“Q Challenge was a different teaching/coaching approach from the traditional previous leadership trainings I had attended in my career. It was a high energy, very hands on and interactive exchange of ideas and feedback which made for a very enjoyable and memorable training. The best and most effective tool is the SMART objectives/goals technique.”

“Q Challenge is an unusual program in my experience because it concentrates on the person, on an individual’s responsibility to their employees, to themselves, and to their employer. He speaks to who you are and what you think of you. I think it is highly effective”

“My most effective concept was finally understanding what is meant by ocular.”

“Q Challenge has been unlike any other training I have encountered because it is not training, it is coaching. I believe the program is more about becoming self-aware, and recognizing strengths and weaknesses around you. Q challenge puts you in a position that challenges you to change your point of view and become a better coworker, employee and ultimately leader.”

Q Challenge – Qualitative Results

Q Challenge – Quantitative Results

Fantastic results in 2013• Occupational Safety: TAR 0.92• Top Line Revenue: $201m• Improved Customer Satisfaction Index from 63% to 90%• Delinquency reduction from $6.3m to <$350k• OTD form 48% to 87% (94% Jan’14)

• Executed complex strategic capital projects• Developed 10 year site plan aligned to STRAPThe challenge for the business in 2014• Adjust to an unanticipated temporary market decline • Take the opportunity to use Blue Ocean Thinking to radically

improve our cost structure and agility• Succession Planning / Right People / Champions

Strategic Site Plan Development and Execution



• Aged assets circa 30 - 50 years of age with no integration plan for either a Maintenance Management or Manufacturing Execution Systems

• Constrained capacity low capability of critical process lines and not aligned with market • Print• Stack

• Lean design was not factored into legacy material and process flow.• Material flows caused severe lost time injuries• Numerous fires, explosions and power interruptions a significant risk to business continuity• Regulatory remediation compliance with EPA, ADEQ and Pinal County and occupational

health concerns caused by high LEL / VOC exposure to employees during processing• Title V air permit assumptions were incorrect and did not support the capacity and

throughput expansion need for 2015 through 2022. Required collaboration with ADEQ, Pinal County and EPA Region 9.

• Customer collaboration and approved qualifications required per AS9100 rev C• Closed in excess of $30million in capital improvements from 2011 through 2014

Strategic Master Site Plan Development – Context

• Saw• Cure (Ovens)

Strategic Master Site Plan Development – Objective

Expansion Objectives

Safety and Environment

Revenue Development

• Title V Permit / NEIC• Innovate Process Safety Hazard Elimination • Occupational Safety Improvement through Automation

• 737 MAX, Acousticap® Programs, HexShield®, Legacy Cores • Market Retention (the right ones)• Market Capture (the right ones)

Cost Down Value Innovation

• Direct Cost Improvement• Overhead Improvement• Operating Income Improvement

Execute STRAP Revenue Development of $300m and Margin Contribution of XXGM% through 2022 at a CGAR of 14%

• Boeing Partnership for Success (PFS) Program

• Customer Satisfaction

• Rate Readiness 2015-2025• Customer Technology

Roadmap Alignment

Internal

• Environmental Sustainability

• Product Stewardship

External

Results

NewErwinExt.20K

Exist. Erwin20K

NewDip Cure~40KCorrid

orAST

NewMulti-purpose

NewShipping/ Receiving

70K

• 35% of plan executed• Critical expansion of print and

oven capacity completed ahead of schedule and below budget

• Collaboration with Boeing and subcon spec custodians afforded rapid qualifications

• Collaboration with EPA and Pinal County afforded Title V permit in 8 months vs anticipated 18 months

• Saw center relocation completed with improved flow, velocity and air quality

• Undisputed global capacity leadership

Luigi Cusano Portfolio

Career

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