Lead Enterprise Advanced Analytics team that was moved from Cold Chain Business and reporting into VP Digital. Developing analytics solutions for strategic priorities including internal process enhancements and customer operations.- Leading critical initiatives for value creation with Finance, SaaS, Operations, and other functions to ensure right information is available for the newly establish Copeland business. - Establishing the vision, governance, operating model, and organization for advanced analytics. - Implemented technology stack changes saving $500K (50% reduction) per year and continuing to optimize total cost of ownership between software and administration.

Lead Enterprise Advanced Analytics team that was moved from Cold Chain Business and reporting into VP Digital. Developing analytics solutions for strategic priorities including internal process enhancements and customer operations. - Leading critical initiatives for value creation with Finance, SaaS, Operations, and other functions to ensure right information is available for the newly establish Copeland business. - Establishing the vision, governance, operating model, and organization for advanced analytics.

Selected to lead newly created Data & Analytics Function by Cold Chain President to operationalize insights and information for internal and external customers through descriptive, diagnostic, and predictive analytics.- Generated over $6M cost reductions executed through utilization of analytics, machine learning, and automation in Engineering, Operations, and Customer Service. - Drove 40% reduction in labor for Cold Chain Monitoring Operations (~$750K) through augmented decision making and data visualization automation. Same models are also being utilized to generate recurring revenue. - Collaborated with Software and Production Management to implement algorithms that deliver customer value through product loss prevention and energy reduction. Funnel has $10M+ of opportunities (50% SaaS growth). - Developed team to be high performing with excellent results by integrating Data Science and Insight Teams. Success led to team being moved from business unit focused to leading advanced analytics for the new company.

Business lead for data and analytics, materials management, S&OP, ERP implementation and enhancements, US customer service, and long & short-term operations profit planning.- Created benchmark tool in Emerson for materials teams with actionable insights and alerts when item attributes need updated to optimize inventory and led to a 10% reduction in raw materials. - Built center of excellence within Emerson for operating data and analytics that facilitate quote to cash visibility with actionable insights automating work of 10 FTE and reduced ERP project expense by $1M.- Selected to Emerson’s first Rising Leaders Program. The program class consists of 30 individuals who are considered high potentials with the ability to become executive leaders within the organization.- Developed standard work in OEM customer service that is enabling the team to reduce non-value added work and focus more on customer issues.

Owner of operations profit planning, develop SOP for new product launches, manage business inventory, and set KPIs. - Drove 7% ITO improvement through driving planning process improvements and collaborating with plants to optimize raw materials replenishment strategies. - Develop analytical models and easy to understand visuals to assess risk to monthly shipments, inventory, and delivery plans. Models supported improved operational review process and driving accountability.

Responsible for master scheduling, production planning, purchasing, and sales & operations planning.- Implemented process improvements in master scheduling (capacity planning tool) and set key process indicators for purchasing that resulted in 55% reduction of late backlog and delivery improvement of 12% points. - Developed daily scorecards for materials team key metrics that drove several improvements including cost savings of $225K due to automation and process improvements. - Led and took on key roles in multiple projects that include new product segmentation and stocking strategy for orifice plates and manufacturing segmentation strategy for Ultrasonic Meters to develop a product offering with less than half of standard customer expected lead time in order to meet customer emergencies.

Recruited to drive improved KPI tracking, support profit planning, and lead process improvements. Reported to VP Ops. - Improved the reporting of key process indicators for the manufacturing sites in order to give better insight into the state of the business. This included adjustments to charting and how KPI's were measured.- Developed multiple scenarios for product moves between manufacturing sites to best optimize capacity and profit- Developed model to project long term unit volume based on order forecast - Developed model to project shipments based on current backlog and order forecast for following 12 months

Quality and Process Engineer responsible to reduce quality defects and limit downstream risk.- Initiated and led a project selecting and introducing data mining software to the facility. Demonstrated the ability to increase efficiency of problem solving and root cause analysis using process data.- Facilitated problem solving for two current high profile quality defects within the facility. Conducting initial data analysis for both defects to yield an unbiased analysis of the process data. Both defects are related to processing units outside of immediate area of responsibility. - Work with customers on adjusting their specifications to integrate with a new ERP order entry system. Ensure understanding of customer processing requirements and verify accuracy of orders.

Quality and Process Engineer responsible to reduce quality defects and limit downstream risk.- Analyzed and determined root cause of most prevalent quality defect at the cold mill. Developed scheduling practice and reduced defect by 56% without compromising customer delivery performance.- Created procedure for new products never previously produced at cold mill. Trained cold mill management team and enabled new products to meet all customer specifications.- Designed quality control charts to enable identification of key process performance issues. Developed format that is easily interpreted by facility personnel including upper management.- Led a successful cross-functional team that identified causes of most common product defect, resolved issues, and improved in-process quality.

Initially worked on two projects, both of which had the goal of attempting to correlate defects with specific events in the steel manufacturing process. After 4 months, was moved into a quality engineer position while still being a management associate.