A director level leader, accountable for the three groups that are instrumental in driving change in culture and physical plant, through innovative capital improvements and championing industry best practices for safety in a: complicated, labor intensive, 1000 employee, aerospace elastomer manufacturing operation. Quarterbacked a team of project engineers who transformed the factory – engineering out safety risk while engineering in productivity and quality improvements that changed the shape of the business. Built and championed a safety team from the ground up that moved the needle further than any time in recent history. Upgrade the skillset of the plant maintenance team through selective hiring, training, cross training and clear expectation.• Drove capital equipment improvements that led to a 25% improvement in productivity site wide and a 50% reduction in recordable injuries.• Spearheaded engineering efforts that reduced labor and rework in their assigned areas by 20% - resulting in $100s of thousands in annual savings.

Championed ISO 5001 Energy Conservation Certification.Drove FMEA process for the site.Leader of Plant Engineering and Maintenance. Accountable for Plant Continuous Improvement.

Facilities, Site Expansion, Plant Maintenance, EH&S and Project Management for $100M Aerospace Manufacturer.

Led a $10MM rationalization project for UTC Aerospace System (formerly Goodrich) that included consolidating two individually located businesses into a single 100,000 sq ft facility. Project was planned, executed, commissioned, FAA certified and producing in the new facility on-time and on-budget in spite of a corporate merger that cut the construction phase from 20 weeks to 9; a 55% reduction. Meritoriously promoted from Project Manager II to III and awarded the President’s Award. The President’s Award is presented to individuals whose accomplishments pushed the business forward. In this case, delivering a new facility as the flagship for lean project management and continuous improvement within the Sensors and Integrated Systems business unit of UTC Aerospace Systems; and accomplishing that under arduous conditions. I was the sole recipient in 2012 from the business unit.The project began with my personal development of the business case. The justifications for bringing the businesses “under one roof” were based on synergy savings of the combined businesses, cycle time reduction and through negotiated building lease savings. I personally managed all aspects of the project with all stakeholders. This effort included gathering requirement from the product team, developing the scope of work and budget, and leading regular design reviews and modifications to ensure final product would deliver the desired results without compromising regulatory compliance. In response to the truncated schedule described above, I revamped the entire project schedule; consolidating and sequencing tasks to ensure flawless delivery. The final personal contribution was relentless on-site management of the contracted resources to stay on schedule as well as unyielding negotiations with the city, who would finally relent and offer an unprecedented action; providing daily inspections of construction activities prior to the approval of construction drawings - securing the final timeline.

Capital Project/Asset Management, EH&S Management, Continuous Improvement, Equipment Reliability Optimization, Cost Reduction.(Plant Closure)

Field engineering support of laboratory instruments (Atomic Absorption Spectroscopy and Gas Chromotography).

Transformed the technical support workforce at ICI Paints. During a $16MM modernization project, recognized the skill-set of the technical support team was not sufficient to support the new technology (automation). Significant changes were required but would be difficult in a union environment. In response, I developed the job descriptions to support the business requirements and a skills assessment to measure competency against the job description. Identified and secured a third-party consultant to validate the job description and the assessment, including certification with the union. Administered the skills assessment to current team and reassigned those who were not qualified (80% attrition). The assessment tool was then used to screen and hire 12 new qualified technicians. Approximately 60% of new candidates were screened out; saving hundreds of management man-hours in non-value-added interviews and training time. The job descriptions and skills assessment were adopted by ICI Paints in North America as best practice. (Plant Closure)

Provided additional processing capacity to Tecstar Power System, an extra-terrestrial solar cell/panel manufacturing company, without purchase significant capital investment or hiring additional human resources. As the equipment reliability team leader, I identified the batch physical vapor deposition (PVD) process (13ea Hi-Vac evaporators) as a bottleneck; with downtime of > 18%. That was the equivalent of >2ea of these $500,000 machines sitting idle 24/7. Began collecting detailed downtime data. Used Pareto charts to sequence efforts and fishbone diagrams in conjunction with ease/impact matrices to determine root cause and corrective actions. Implemented corrective actions reduced downtime from >18% to <3%. The uptime gains provided additionally processing capacity equivalent to $1MM of additional equipment.Prior to my leadership, the Tecstar equipment reliability team performed preventive maintenance according to manufacturer suggestions with no data collection to measure the effectiveness of the effort. The results stated above were driven by a two-fold approach; simultaneously addressing both the maintenance process and the equipment. The tool used was a networked maintenance database I personally developed “from scratch” and deployed; using MS Access. This database collected down-time causes and maintenance effectiveness statistics (meantime between failures, meantime to repair, etc.) plant-wide. The data was displayed real-time, enabling real-time response. Additionally, the tool allowed me to conduct offline analysis, root cause investigations and drive corrective actions. One critical opportunity uncovered by my analysis was that routine regeneration of cryogenic capture pumps resulted in more downtime than all breakdowns combined. This discovery drove me to an equipment improvement project that reduced the regeneration time from 12 hours to less than 3 hours; a 75% reduction in the most significant cause of downtime.(Plant Closure)

Developed a first-time process for Naval Special Warfare Command as an electronics technician at US Navy Seal Team One. Personally initiated, field tested and standardized the integration of field communications equipment with a submarine antenna array. This configuration was utilized for secure communications during clandestine insertion and extraction of US Navy Seal platoons. Wrote the standard operating procedure that was adopted by Naval Special Warfare Command. Awarded the Navy Achievement Medal.