Exciting new opportunity at a fast-paced, exponentially growing company. Leveraging my diverse engineering and operations experience to drive operational excellence and technical support for the robotics automation solutions.

Driving operational excellence across a large engineering team to drive process, tool and talent improvements that improve product safety, quality, delivery, cost and talent acquisition.Key strategic and tactical responsibilities:- Development and creation of operational metrics to drive visibility to best practices and improvement opportunities within the engineering team (including data automation)- Monthly and quarterly headcount resource planning, including insourcing and outsourcing strategies - Annual budgeting process for R&D and collaboration with Finance to roll up overall multi-million dollar Engineering annual budget - Strategic resource planning, including retirement risk mitigation and future skillset assessments and alignment with technology roadmaps- Entry-level leadership program ownership, recruitment and program management - 2030 Engineering tool global roadmap and landscape (Engineer of the Future)- Women in Technology Co-Executive Leader to attract, develop, promote and retain other women within the company- Various process and productivity improvement project sponsorship and project management

On an as-needed basis, I will instruct the recitation section of the freshman level EDesign 100 class at Penn State University at the Behrend campus. In this course, my students learn about the Design process from gathering customer inputs through defining specifications and executing on the design. They begin the season with a project where they re-design an already existing design and by the end of the semester, they will deliver on a larger-scale design for a system-level solution for a fictional customer. In addition to instructing this course, I also act as a coach and mentor for those trying to select a field of Engineering, and also for resume writing and preparation for internship and co-op interview opportunities.

Responsible for the Global Technology strategic and tactical workforce planning for a group of 1100+ Engineers and Technologists across the world. In addition, my team drove the simplification of the Engineering processes including. but not limited to, planning, design reviews and validation. This also included the responsibility of driving efficiency across a pool of Global labs. This role allowed me to leverage my years of cross-functional experiences in Technology, and combine it with the business strategy to drive the most efficient Engineering organization.

I am currently a member of the GE Corporate Technology Staff (CTS) program. This is a leadership development program for mid-career Engineering leaders to accelerate our development and career progression. We take leadership courses, are certified in Analytics, and have the opportunity to work on projects outside of our "home" GE business.

As an Engineering Program Manager, I owned and drove the execution of the technical scope of the system-level design to the cost, quality and timing per the contract for the largest North American launch in decades. This required strong organizational and Program Management skills to facilitate and coordinate many inputs from team members, as well as inclusiveness expertise.

As the manager of the Service Productivity team, I built a high-functioning team of employees that was able to deliver $20MM per year of value to the business in the form of productivity savings due to the reduction of Reliability concerns and the definition of the most efficient service intervals, based on Weibull life cycle analyses. As the manager, I also focused on the development and growth of my team members, as this was very important to me. My employees have since grown to leadership positions in the business, pursued graduate degrees, and have continued to be very successful within the business.

As a Six Sigma Black Belt within the Cabs Engineering team, I focused on the Engineering quality of the drawings that were produced, therefore improving the first-time yield of the group. Strong focus was placed on the creation of and adherence to Design Review processes such as DFMEA, DFSS and Design for Reliability.

As the New Product Introduction (NPI) Leader for the Cabs Engineering team, it was my responsibility to manage and coordinate all Cabs Engineers and Drafters, to ensure that all technical requirements were being met for a new international customer for a first-time double-ended locomotive. This require clear thinking to coordinate many resources at a time to meet the overall goal: on-time delivery of a high-quality locomotive to the cost and scope of the contract. In addition, I was the Design Engineer for the Operator Cab for a 80% newly designed international product for two new customers. This required understanding new regulations, ergonomic standards and industrial design to obtain aesthetic approval from the customers.

As a Cabs Design Engineer, it was my responsibility to ensure that all packaging and structural requirements were met for all of our customers per the contracts. This included the understanding of packaging of electronics, as well as FEA to ensure that the structural integrity was designed into the product.

While at Ford Motor Company, I had the opportunity to work in a variety of different areas. These included: Plant Vehicle Team - Flat Rock Auto Alliance Plant (Ford Mustang Production)Launch Process Engineer - Flat Rock Auto Alliance Plant (2005 Ford Mustang Launch)Ford College Graduate Program Member - Rotations in Manufacturing Supervision, Design Engineering, Material Handling Engineering and Launch Engineering