Ownership of Operations Strategic Plan development and execution. Specific focus on Operations project management group ownership, specializing on Factory Operating System development / delivery, new product introduction project management, advanced manufacturing project management , distribution management and Indirect/MRO commodity sourcing management. Delivery of capacity expansion initiatives including new factory builds, new marketing capabilities , supporting sales events as well as core manufacturing capacity improvements to meet efficiency and cost targets. Development of cross functional resources to use business acumen to drive data driven decision making. Additional Chief of Staff responsibilities for cross functional business assessment and special projects.

Deliver End to End Step Function Business Process TransformationNew factory/ product / process : end to end strategic launch management

Global Distribution Operations Improvement Focus;3PL Distribution Center Startup Physical / Digital Combined Product Launch ManagementPackaging Standards + EOQ + MOQ + CPQ Initiatives Management

Now part of the Rockwell Collins Family

Accountable for the Operational Performance of a 80K sqft Aerospace site focusing on electronic component manufacturing and integrated systems in a high volume and high mix settingChampion for Lean culture change with focus on Customer & Operator Centric work methods and problem solving tools.Change leadership on supply chain operations transformation and delivery of Sales and operations planning processImprovement of employee engagement through visible leadership, safety culture and employee development initiatives.Leadership on Transfer of Work in compliance with AS9100 , FAA and EASA regulations.Leadership on ERP Business Process Change (End to End) value chain of Operations & supply executionPartnership with Sales and Program Management functions to align operations and supply chain teams to enable silent delivery of product and services.Cross functional Business Transformation leadership for end to end business process change inclusive of Operations, Supply Chain, Scheduling, Inventory Management, Problem Solving and Root Cause Corrective Actions.

Ownership of entire (end to end) Trans-Disiplinary value chain for Complete Knock Down Business (CKD) Process for Harley-Davidson Motor company, supporting global manufacturing operations.Driving functional ownership and accountability in a cross functional matrix organization to deliver silent results. Deeply integrated with Sales, S&OP, Product Development Teams (engineering), Supply Base, Manufacturing, Purchasing and Plant Operations, Supplier management (incl. 3PL management), Inventory Management , Transportation and Program management leadership.Leveraging past experiences with CI, Lean, Shop Floor Management, Cultural Transformation, 3PL Managment, Complex project management, Systems & IT and Manufacturing to fully engage with cross functional leadership stakeholders & proactively develop / deliver customer led silence via sustainable process & systems.Delivery of Business Case Risk assessments for End to End process considerations for new Market development.

Managed 120k sqft production supply warehouse to deliver low cost per unit / high productivity through deliberate focus on safety, quality, engagement , productivity and change management. Led efforts to champion cultural transformation within the warehouse via focus on operator centric culture. Additionally supported international manufacturing through ckd oversight Led the pre work to conduct factory transformation pertaining to commodity strategy and space utilization of the warehouse based on product delayed differentiation , usage per vehicle and other operational factors Stabilized red metrics through hands on leadership in the areas of budget, headcount, shipment accuracy, safety and cost per unit / hours per unit.

Managed Organization Strategy Specific Project Portfolio and Resource Allocation. Delivered Logistics related Process and Systems projects for the organization across all manufacturing sites. Implemented integrated processes and tools to align strategy to projects to priority to resource development to solution delivery. Led the factory restructuring of York assembly plant to source 4100 parts on time and on budget with no impact to production. Hands on leadership with manufacturing operations (fabrication/ paint) , scheduling, data /bom team, part to print activity, supply chain, supplier selection , space utilization, delivery planning, pilots, production supply and It solution for JIT / JIS delivery.

Industrial Engineering functions at Powertrain facility including standards, control plans, capacity analysis and Value Stream Mapping of Facility processes.Delivered Engineering Training Tool Structured project plan for Factory Information Systems Project

Delivered Process Analysis and functional specifications for Future state Material Management - Warehouse processes

Delivered Systems and Process improvements to Production Warehouse (MVC).

Delivered Warehouse Management System Managed Facilities and MaintenanceDelivered Carrier Freight Contract AnalysisLabor Standards for ProductionDelivered transportation managment system