I drive operational excellence across divisions, eliminating waste, optimizing processes, and automating operations. My expertise extends to enhancing finance/accounting processes, deploying advanced computer/database systems, and expertly guiding the organization through mergers and acquisitions.Innovating team management, I develop tools that foster excellence and nurture a high-performance culture. Collaborating closely with production groups, I lead them towards operational mastery while aligning operations with strategic business objectives.I oversee meticulous process documentation, strategically assessing needs to pave the way for scalable growth, prioritizing strategic direction over tool selection. My leadership also extends to key company initiatives encompassing financial strategies, business development, contract negotiations, system transitions, data management, and strategic hiring. I serve as the bridge between operational prowess and strategic goals, consistently delivering impactful results.

Collaborated with leadership to develop the Rivian Integrated Operations System (RIOS) and roadmap, driving breakthrough or Best-in-Class performance that balances resources between internal business efficiency and external customer-focused effectiveness projects through: Just Do It improvements, Lean Implementation projects and Six Sigma projects.Developed the Rivian Operational Excellence Academy curriculum, learning paths and certification program to instill a problem solving and continuous improvement mindset across the organization through an applied learning approach.Led multifaceted projects to address intricate challenges hindering the ramp-up of Electrical Storage System components, Body Shop, e-Coat, and General Assembly. Achievements included doubling productivity, halving scrap rates, and slashing lead times by 30%.Guided international teams and suppliers through Design for Manufacturing reviews across China, Malaysia, and South Korea. These collaborative efforts facilitated process development, equipment acquisition, and the implementation of lessons learned and best practices, ultimately overseeing multimillion-dollar Capex projects.Empowered leadership and engineering teams by coaching and mentoring them on Lean principles and problem-solving techniques. With an unwavering focus on tangible outcomes, this guidance fostered a bias towards action, boosting overall effectiveness.

Develop best value proposition for 150+ customers interested in applying data analytics, tailoring technology solutions to their needs, resolving their operational challenges while meeting business objectives.Domain expert in applied statistics and data analytics, facilitating 200+ virtual coaching and worldwide webinars on SPC, hypothesis testing, design of experiments, predictive analytics, machine learning, time series and forecasting to solve complex business problems across industries and functions.Subject Matter Expert in Continuous Improvement, Project Management and Machine Learning methodologies.

Responsible for creating the vision, strategy and goals to drive Operational Excellence and instill a continuous improvement mindset.Collaborate with 9 corporate and regional VPs in the US and abroad to establish annual improvement targets and business strategy, reducing waste by 30%, increase productivity by 10% and delivering a cost savings of $5M.Manage PMO that defines resources and schedules for project/program implementation from ideation and planning through execution. Direct team of Black Belts, leading overall performance though coaching, training and development, positioning project teams to deliver over $2.2 M in savings through improved productivity.Oversee 60+ multi-disciplinary programs and projects such as Robotic Process Automation, migration of processes to Shared Service Centers, reduction of turnover across the manufacturing footprint, enhancement of the New Employee On-boarding global process.Design and deploy Yellow and Green Belt certification program within 4 months, comprising of 4,275 employee hours of virtual and experiential training in 32 sessions for over 300 professionals worldwide. Responsible for mentoring 30 employees pursuing Green Belt certification though the completion of 17 projects of diverse scope with an estimated financial impact of $2.8 M in savings.

GWS- CBRE (formerly Johnson Controls GWS)Change Management, Business Transformation and Program Management providing broad account-wide global services with significant financial impact. Appointed to the Johnson Controls account to lead the high profile transition of Real Estate technologies of the JCI-Tyco merger, keeping JCI-Tyco-CBRE leadership informed on program status, overseeing interdependencies of a team of 30 people, from 3 different lines of business while engaging 270+ stakeholders from multiple functional areas, across the three main regions Americas, Europe and Asia-Pacific.Major program deliverables include the migration of processes from Bratislava and Memphis to Manila, merger of Harboflex with Sequentra Dbase, implementation of Salesforce and Tableau to overhaul transaction tracking reports, the development of new instances in Project Insight consolidating the global pipeline report, and the creation of global playbooks ensuring alignment of JCI and Tyco processes and reporting.This program was successfully delivered on time and $52,000 under budget, realizing approximately $314,000 in annual savings for the combined portfolio.

Development and global deployment of Lean Six Sigma strategy, methodology and education for JCI Global Workplace Solutions.Partnered with COO, VP of Business Transformation and 5 Regional Directors for development and global deployment of Lean Six Sigma strategy, methodology and education, driving process excellence to achieve world class performance and culture improvement. Facilitation of multiple kaizen events and Value Stream Maps, process analysis and improvement of corrugate management process, resulting in 15% productivity gain and $788,000 in annual savings. Responsible for corporate governance of the Quality Management System requirements, internal and external audit assessments carried out by BSI that covered ISO 9001:2008 certifications in 10 countries in Europe.Owned the LSS global standards, tools and techniques, leading deployment across the organization, including the governance, strategic roadmap, education, program tracking, communication and recognition processes.

Promote a Continuous Improvement mindset and Culture Change by applying and teaching Lean Six Sigma tools and techniques.Responsible for the deployment of CI tools in support of the HDI Continuous Improvement Strategic Framework. Delivered 4,578 employee-hours of CI training in 42 sessions for 466 employees while leading multiple projects of diverse complexity. Provided guidance and mentoring to 38 Six Sigma candidates from multiple functional areas of the company resulting in a financial impact of approximately $10M. Highly experienced in the development, delivery and application of training material such as Value Stream Mapping, 5S, Waste Elimination, Error Proofing Applied Statistics, Hypothesis Testing, Correlation and Regression, Analysis of Variance, Design of Experiments. Managed the PTO Continuous Improvement project portfolio for over 600 projects in 2010, saving $9M. Responsibilities included project tracking and prioritization, savings justification and reporting to senior leadership. Facilitated multiple Kaizen events delivering process flow improvements rework reduction and approximately $120,000 in savings through employee involvement and joint leadership support.

Managed 3-shift operation of 25 salary and 140 hourly employees in the Diversified Products and Aluminum Machining groups. This included operations management, quality management, supplier management, individual employee’s performance and development, and budget management.Cost savings of $650,000 which delivered 10% reduction in operations budget.Improved safety by conducting Gemba walks with engineers who developed and implemented employee’s suggestions, reducing recordable incidents from 7 down to 1 and lost time restricted from 3 down to 1.Improved productivity by 15 % and reduced late deliveries by 38% by implementing a Microsoft Access Labor Data Collection System, analyzing trends and taking corrective actions.Responsible for the Production Part Approval Process (PPAP) strategy. Developed, implemented and deployed PPAP success criteria, requirements, and specifications. Developed 5-year Strategic Plan to address projected annual growth with minimum capital investment and increased efficiencies by using SWOT analysis and balanced scorecard tool.

Led 9 manufacturing, tooling and industrial engineers to expand production in order to meet the projected sales growth.Managed a $9,000,000 budget, procured 20 pieces of equipment and increased production by 30% by implementing lean manufacturing cells. Involved operators in the process design from concept through production launch.Worked in conjunction with purchasing negotiating favorable commercial contracts with machine tools and specialized inspection equipment suppliers reducing total capital expense by about $450,000 or 5%.