|Years: 2018 to Present
||Department: Executive Board
||Responsibilities: Oversight of global operations, footprint expansion, investor relations and marketing strategy, with full P&L responsibility. We’re a management consulting (w/operational excellence focus), logistics services, and real estate investment firm, with world headquarters in Dallas.
|Years: 2012 to 2018
||Employer: Boeing Company
||Title: Business Unit Manager
||Department: Defense, Space & Security
||Responsibilities: Led manufacturing operations effectiveness across Boeing’s Defense & Space vendors. Achieved year-on-year on time delivery metric across North America. Directed the harmonization of corporate quality and manufacturing policies across ten sites globally; increased continuity in customer delivery by 10% and reduced scrap costs by $700K. Implemented just-in-time pull systems across strategic sites globally; reduced carrying costs by $2M. Achieved environmental, health and safety sustainability targets globally as well as across all key vendors and contract manufacturers within North America. P&L management, contributor to global business unit sales and operations planning. Exceeded profit targets over last two fiscal years.
|Years: 2013 to 2017
||Title: Sr Operations Coach
||Responsibilities: Managed the vendor selection and evaluation process for a global business unit. Achieved first time quality metrics globally over ten successive quarters. Transformed the new product development process from a bottleneck-plagued process, to a clear and robust, lean product development cycle. Achieved 20% reduction in time-to-market. · Improved manufacturing yield by 15% via statistical process control levers, kaizen and root cause correction activities. Led extended teams through $1M reduction in operations waste. · Responsible for scope, budget, and schedule alignment for new product launch projects (> $10M). Successfully released three cardiac therapies to market via the end-to-end product launch process; $75M in revenues added to date.
|Years: 2008 to 2012
||Employer: United Technologies Corporation
||Title: Operations Manager
||Department: Sensors & Integrated Systems
||Responsibilities: Evaluated monthly performance of entire site/division, commercial and military products, via metrics reporting. Identified weak metrics, provided direction, and assigned actions to appropriate project implementation teams for resolution activities. Followed up to ensure correction actions. •Led team of 30 directors, managers, and engineers to highlight trends in divisional performance and its associated linkage to the enterprise-level objectives. Managed the work of cross-functional staff to bring closure to resolution projects and eliminate recurrence risk. •Achieved $2M reduction in manufacturing costs. Improved delivered quality from 95% to over 99%. •Led deep-dive internal risk reviews to identify operations process and control gaps; augmented the control environment accordingly. •Provided recommendation to various levels of management, to maintain alignment of divisional performance to the enterprise goals. Realized 5% improvement in division operational performance. •Managed and completed process improvement projects, which resulted in cost savings of $150K. Converted ergonomically challenging, high scrap/rework-plagued, manual processes into efficient, automated configurations. •Provided technical advice and direction to manufacturing staff for resolution of production bottlenecks. •Coordinated a cross-functional team to investigate and resolve manufacturing yield issues for the Airbus A380 & A350 multifunction probes. Achieved $50K cost savings by reducing warranty returns by 55%. •Led end-to-end engineering and operations projects to revise the value stream’s workmanship standards, achieved $10K in cost savings. •Served as key team member during testing and prototyping for new technology development. Achieved required product performance through lean manufacturing procedures and 5S implementation. •Successfully facilitated enterprise IT business transformation from Oracle to SAP. Served as SAP super user during transformation, assisted staff resolve technical glitches and overcome learning challenges. Closed project on schedule and $100K under budget. •Led five continuous improvement projects for standard work implementation. Reduced cycle time and effected $50K in cost savings.