As General Manager, I lead one of the largest repair service centers for GE , with +300 manpower, for repair of Gas Turbine components. My main responsibilities include business and operation management, financial performance, talent development, strategic business development and lean transformation. Sparked cultural transformation through operational rigor to improve operation by focusing on transparency, engagement and alignment across all functions* 3 straight years driving profit better than plan* Achieved more than 1.5M hours with no injury* Decreased quality escaping by 58%* Improved On time Delivery by 15%* Improved productivity cost out by 8% * Reduced operation cost by +28 %* Reduced Inventory by 30%

Manager of +45 hourly and up to 7 salaried employees, across 2 shifts, responsible for the safety, quality, production, cost and inventory. Extensive supply chain and operations position that includes tactical shop management and strategic materials management. Responsibilities span entire product life cycle from customer inquiry to factory production to end shipment- Restructuring of the cell- Qualification of 7F/9F GT Rotor- Qualification of 7F/9F Bearing - Increased the capacity by 30%- Improved OTD by 15%- Improved productivity by 12%- Improved Safety culture and drove risk reduction projects

Manager of +90 hourly and up to 6 salaried employees, across 2 shifts, responsible for the safety, quality, production, cost and inventory. Extensive supply chain and operations position that includes tactical shop management and strategic materials management. Responsibilities span entire product life cycle from customer inquiry to factory production to end shipment- Restructuring of the cell- Qualification of 7F/9F Combustion - Increased the capacity by 20%- Improved OTD by 9%- Improved productivity by 7%

- Responsible to restructure the quality program for the cell - Intense training for operators related to quality requirement and work instructions- Established special training program for inspectors- Established the quality rigor with both salaried and hourly team - Established the basic to quality and defined CTQ's- Established the top defects and top scrap/rework and drive quality improvement projects - Implemented applicable QMS - Established structure quality audit on regular basis- Created award and recognition program - Initiatives to strength the quality culture among the team

A two year world-class leadership program that consisted of four 6-month rotations and extensive GE training:Supplier Quality Engineer/Site Commodity Leader - Veresegyhaz, Hungary Operations Leader/Lean Leader - Baslidon, UK Logistic Operation Leader - Prague, Czech Republic