Product manager for all the glass ceramic substrates that are used in the cooking and hearth industries located throughout the Americas. Work with the sales team to gather and prioritize product and customer requirements, define the product vision, and work with the manufacturing groups, to design and deliver cost effective and high impact solutions.

Worked as the technical liaison to the customers and the manufacturing areas in design and implementation of all new product and process changes. Was the customer advocate to express the design intent and needs to help create the right product for the application. This would include looking for new ways of manufacturing or design that could allow the innovative concepts to be processed. Acquired the correct technical product knowledge for all types of glass ceramic substrates to be a key contributor to the cross functional teams when developing the next product for the market.

Processes of continued idea generation and problem solving. Building a network for idea growth with entrepreneurs that is in all of us. Specialize in the areas of graphic thinking and idea generation for everyone. Hold meetings in open and casual atmospheres that fosters open networking and communication to quickly find the solutions to all types of problems.

Engineer in charge of the manufacturing lines for all new production of High-Pressure Turbine blades for GE's newest engine lines. Started up the lines by procuring all new tooling and drove out variation and cost using Lean Six Sigma tools and applying innovative technologies. Promoted customer satisfaction by developing and fostering positive customer relationships. Plant change agent with a full process understanding driving the operations toward world-class performances.

Eight years of demonstrated leadership with the ability to drive change and motivate others. Lead the quality department and up to 12 engineers in the areas of key LEAN 6 Sigma Elements such as 5S, Value Stream Mapping, Kanban, Standard Work, Continuous Material Flow, and Kaizen projects. Developed a high result driven and oriented process improvement plan that reduced costs, improved quality and yields while introducing new product lines. Presented to all levels of the organization from the production floor to the CEO showing an ability to effectively communicate with individuals at all levels of the organization.

Lead the plant through JIPM award categories to obtain a TPM world class manufacturing facility (obtained the excellence award October, 2002 and consistency award November 2003); trained management and implemented the principles of 9 pillars of JIPM (safety, early equipment maintenance, autonomous maintenance, planned maintenance, focused improvement, quality management, supply chain, new product development, continuous skills development); hired and managed interns and Co–Op students; managed daily plant costs; developed projects using Kaizen, DMAIC and Lean approaches to lower plant costs and improve customer satisfaction; taught and guided plant personnel on the correct tools needed to solve problems; helped install and initiate SPC control systems.