• Lead entire cell manufacturing quality operations org which includes 200+ technicians, 10 supervisors, and 3 engineers • Evaluated current and future workload to project head count needs and hiring plan for all 2024• Challenged inspection standards and used statistical analysis to reduce or eliminate 6 IQC inspections resulting in an 8 HC reduction• Built quality operations KPI dashboards including control plan compliance, throughput and audit timeliness

• Mentored and lead entire battery quality org including 6 engineers, 10 engineering technician and an operations supervisor• Planned 2023-2025 head count needs for battery quality including engineers, technicians, supervisors and ops managers• Quality engineering lead for 4 battery programs simultaneously including MY, Cybertruck and 2 future programs• Lead cross functional PFMEA reviews for Cybertruck & a future program that resulted the identification of 60+ high priority risk items (~20 have been since closed)• Defined and executed the quality validation plan for Cybertruck DCA & wade seal processes at the Fremont pilot line• Streamlined feedback loop between GFTX GA and Fremont battery via releasing defined communication process & integrating GA & battery reporting strategies• Developed and justified a detailed head count and hiring plan for future GFTX battery programs including engineering and quality operations needs

• Lead Model Y structural battery pack line launch in quality planning & validation including PFMEA and control plan development, SAT validation planning & execution, and 8D investigations• Led 10+ projects to eliminate/de-risk high priority open PFME risks• Reported (~80) and closed (~40) the most build issues tickets out of all MY battery cross functional teams• Set up and led bi-weekly multi-factory quality reviews to align on recent issues and knowledge share between factories• Improved GA to battery issue reporting process which has resulted in significantly improved issue response and closure time• Championed multiple cross functional investigations and projects that resulted in 0 YTD containments in 2023 vs 9 in 2022 for a specific process

• Identified and led quality improvement initiatives that resulted in $300k yearly COPQ improvements in 2020• Worked with cross functional teams to qualify 7 NPI programs that helped improve Allentown’s yearly revenue by 40% in 2020• Led corrective and preventative action implementations to reduce NPI scrape rates by 90% by qualification close• Guided the shop successfully through 3 ISO AS9100 audits, 2 DoD audits, 2 NADCAP audits and 1 customer audit• Improved QC inspector efficiencies by 36% in 2020 while growing the department by 60%• Used a data driven approach to identify and eliminate/reduce 5 redundant or unneeded inspections that resulted in an average of 0.5 days lead time improvement and $150k yearly labor+materials benefit• Participated in 3 lean action work outs across multiple GE facilities focused on takt time improvements and COPQ benefits• Successfully completed $150k worth of CapEx projects which introduced new quality inspection methods and instrumentation (CR X-ray, Nortec flaw detectors, fiber optic borescopes)• Helped plan and implement 2 lean lines in Allentown that reduced lead time by 5 days and inventory by 30% • Led the planning and initial implementation phases of the Allentown QC lean line• Conducted routine safety and quality stand downs to address the latest concerns

• Assisted in the identification and implementation of 28 continuous improvement projects that have resulted in $15.3MM annualized savings, 11% increased OEE, and 24% deceased quality diversions• Created statistical models using SPSS modeler, taking into account historical performance, product mix, volume data that helped validate and approve capital investment projects valued at $70MM• Utilized data analytics and statistical software (including Tableau, SPSS Modeler, and Minitab) to identify areas of improvement and implement corrective actions. One such instance involved creating a speed loss report on Tableau. The report allowed us to identify the areas most in need to additional maintenance during upcoming maintenance downturns. • Led yield improvement project that resulted in $3.2MM annualized savings. This included leading deep dive investigations with cross functional teams, dividing action items among team, setting up and monitoring process trials, developing yield bowling charts, and hosting weekly update meetings with upper management• Worked with cross-functional teams to develop valuation of 15 new or upcoming projects. Project valuations include cost, yield or OEE improvement and were derived using Excel • Track progress of 21 implemented projects including metric improvements and monthly benefits forecasts. Weekly report outs are discussed on corporate wide LFT calls • Conducted process audits in 8 internal audits to ensure conformance to the quality management system and ISO 9001/IATF 16949• Taught the Analyze and Improve section of 2 internal DMAIC process training classes consisting of 20 employees per class

• Utilized root cause and statistical analysis methodologies to identify multiple areas of improvement resulting in 31.3% reduced quality diversions valued at $5.2MM annualized yield benefits• Participated in 44 continuous improvement projects (led 27) that resulted in $11.1MM annualized savings• Led the melt shops to their best quality diversion metric year (2016) at 0.48%. Previous best was 0.56%• Continuously implemented new/revised logic into 4 process models to help reduce operator involvement. Net benefit of the actions was 14.3% decreased quality diversions valued at $2.4MM annualized yield improvement savings• Served as the lead for three deep dive investigations into significant quality failures. This included selecting the project team, conducting fishbone failure analysis, identifying action items, and tracking project progress. • Received a 2017 corporate innovation award for a project that improved quality and cost • Created and distributed work instructions to 3 process areas (24 total contacts) and coordinated the production of 13 new steel grades as well as assessed performance and product viability• Conducted and led 3 off-site supplier audits to investigate quality control concerns. Responsibilities included conducting opening/closing meetings to establish audit purpose, leading the floor audit, interviewing employees, compiling findings and distributing results as well as formal request for CPAR’s if needed

• Analyzed 1000+ suspicious web pages and websites to confirm fraudulent activity or trademark infringement • Identified and contacted relevant parties associated with the websites hosting malicious content to ensure quick shut downs• Followed up with ISP’s, web hosts, registrars, and website owners to confirm conformance to shut down requests on 500+ attacks which also helped build my oral and written communication skills• Consistently finished top 3 in average attack shut down time among colleagues at 5.5 hours per attack

• Assisted with the planning and development of 2 lean manufacturing projects in the facility• Created 32 work instructions in both English and Spanish for the production and quality departments to help standardize practices• Performed 2 weekly quality audits throughout different departments to assurance conformance to the QMS and ISO 9001