Lead L3Harris Space & Airborne Systems (SAS) quality strategies across 5 business sectors, overseeing proactive quality, reactive problem-solving, customer management, cost performance, and continuous improvement initiatives throughout 14 global manufacturing sites to support overall $5B business segment. -Established strategic direction for L3Harris SAS Quality function to include early engagement with engineering for new product development, including Design for Manufacturability and APQP, supply chain transformations, enterprise-wide continuous improvement, predictive analytics, talent management, and employee retention. -Delivering exceptional performance in Zero Defect Process (ZDP) >50% YoY, project on-time delivery >95%, COPQ reductions >$16M, and 50% increase in ZDP training availability. -Created collaborative coaching and mentoring system to improve integration of operations, engineering, and program management within quality improvement initiatives company-wide.

-Improved production output >90% YoY in specific processing areas, increased various testing yields by 30% average, and maintained safety performance throughout production transformations.

At GM, I direct the day to day operations as well as business strategies and integration of processes to support the business and financial objectives of the a $137.2B automobile manufacturing organization including training and coaching project leaders using various process improvement strategies to resolve and implement transformational issues across cross-functional departments.Some of my key accomplishments are listed below: • Developed and implemented strategic business optimization platforms using problem solving methodologies that resulted in more than $850M in savings over three years.• Created and initiated training and development processes to empower and coach more than 300 quick-win project leaders while integrating Faster Masters.• Collaborated with the Management and cross-functional areas to identify business opportunities and initiate transformational processes to meet the financial and performance goals and objectives of the organization. • Led all aspects of the OpEx business plan initiative including coaching and leading BDP efforts across the company.

During my tenure as Division Lean Director/Staff Manager, I led teams in engineering, testing and continuous improvement across three operating locations for a $14B motion and control technology company in areas such as standardization of processes, continuous improvement implementation, performance management, coaching and mentoring, transformative value-stream activities, and customer satisfaction.Key Accomplishments: • Developed and initiated standardized best practice systems that resulted in improved overall performance for the region, reduced ergonomic and safety risks, and standardized layered audit processes and 5S compliance.• Selected by Management to receive the Parker designation “Win Strategy Lean Silver Status” for outstanding efforts in the successful execution of Lean/Six Sigma processes within the corporation.• Provided business and operational function value stream transformations that increased operational safety scores by 15% and reduced compliance risks by 25% as well as reducing lead times by more than 30% and improving productivity and inventory control processes by more than 10%.

At Mosaic, I successfully managed the daily operations and continuous improvement methodologies for a Fortune 500 company based in Tampa, FL. by employing on-site and regional improvement opportunities utilizing Lean Six Sigma, cultural deployment, and strategic training and development processes to improve compliance, increase efficiencies, and streamline operations. • Implemented the company’s first standardized skills matrix allowing Management to effectively manage and measure employee development progress.• Executed strategic business and operational process improvements that reduced down-time, enhanced employee performance, and increased maintenance workflows as well as increased site-specific process improvements by 81%, 22%,45%, and 20% respectively.• Designed and launched a regional 5-S system including training, development, and strategic analysis methods.

As Regional Operations Excellence Manager, I directed the regional operations and process optimization efforts for a manufacturer of fragrance and flavor products based in Lakeland, FL in areas such as strategic internal and external process analysis, benchmarking, growth opportunities, cost controls/savings, and Lean Six Sigma methodologies.Some key achievements: • Coordinated Kaizen events in various departments including customer care, shipping, and international service resulting in a reduction of operating cost by more than $1.75M• Successfully managed four regional process improvement initiatives in five separate locations and headquarters through 5-S implementation, workflow configuration, and integrated benchmark management that improved site specific process performance by 62%, 55%, 39%, and 18%.

At Quest Diagnostics I facilitated and managed the support of Lean and Six Sigma activities within the organization through advanced training and mentoring techniques in supply chain processes, Kaizen, 5-S, and Lean strategies.Key Accomplishments: • Managed the training and development of 30 Six Sigma Greenbelts including completion of various improvement initiatives producing average ROI’s of 3.8x/yr.