Leads a team of Supervisors, Engineers, Operators, and Technicians in the Operation and Maintenance functions at Welded Tube USA's highly automated production facility. Welded Tube is a leading producer of ERW pipe for use in the Oil and Gas industries, providing the highest quality OCTG to customers across North America.

Leads the operation of 70 personnel as the global leader in the manufacture of sealed radioactive sources. This includes leading the Production, Safety, Supply Chain, Maintenance, Logistics, and Sales/Customer Service functions of the organization, and complete P and L statement responsibility.Directed an environmental remediation project at the facility, recovering from a major radiological safety incident prior to my arrival. This involved complete cleanup, decontamination, and restoration of contaminated lab facilities. This process required significant interface with state, and federal regulatory agencies in a coordinated effort for the resulting inspection, survey, and certification for operations.Restored the plant to full operation, including installation of new equipment, training personnel on new safety and operational procedures, and contaminated waste disposal. Developed metrics for tracking productivity and OEE. Doubled production and steadily increased volume and productivity each month.Utilized Practical Process Improvement teams to develop, train personnel, implement and review new operational and safety procedures at the facility. Implemented a Continuous Process Improvement program, including coaching/instruction of Six Sigma methodologies to a cross-functional team and leading improvement initiatives to enhance safety, manufacturing, and maintenance processes.

Directed a 40-person team comprised of engineers, technicians, union millwrights and electricians in the maintenance and repair of all process equipment including chillers, conveyors, HVAC equipment, power distribution, building safety systems, water jets, industrial kilns, pumps, valves, and associated equipment.Utilized Lean Manufacturing principles to drive Continuous Improvement. Constructed a downtime Pareto chart system to identify which specific material issues are having the most impact on cost, performance, and safety and prioritized improving those items first. Designed and implemented a maintenance work order staging system for repair parts and work procedures utilizing Practical Process Improvement and 5S/Kanban approaches.Initiated an institutional culture change regarding operations at the plant, shifting from extreme reactive with no structure or documentation to planned, preventive maintenance during scheduled work periods utilizing a new Computerized Maintenance Management System (CMMS). Led numerous Capital Improvement projects at the facility, including installation of new component cooling systems, enhancement of fire protection equipment, developing footprint for new plant equipment for manufacture of new products.

Directed a 35 - person team of engineers, planners, and technicians in the safety and maintenance of the Tedlar manufacturing facility at the Yerkes site in Buffalo, NY. Tedlar is a highly engineered PVF film that is used a variety of applications in the production of commercial aircraft and Photo-Voltaic cells.Refined a planned maintenance system for the facility with collaborative input from process engineers and the effective management of contractors to ensure compliance with highly regulated Process Safety Management (PSM) processes in the plant. Administered a plant and facility annual maintenance budget of over $12M including periodic reviews with corporate executive leadership for performance across multiple cost centers, including reporting requirements for $5M in capital improvements.Directed the planning, sourcing, and execution of several construction projects requiring integration with the facilities aging electrical and plumbing systems. Many of these projects were conducted while the plant was operating adding to the complexity and required coordination. Revitalized dormant programs to adhere to Environmental Health and Safety (EHS) standards including hazardous and non-hazardous waste disposal, adherence to NFPA 70E inspection requirements, and data-driven reduction in exposure to Dimethylacetamide (DMAC).Reorganized plant asset criticality using SAP software based on operator input and historical performance data, streamlining procurement source change process while complying with highly regulated PSM Led efforts in the plant’s most recent ISO 9001 certification. Identified andimplemented corrective actions to prevent numerous reoccurring deficiencies during the certification. Identified and corrected major material and procedural deficiencies in the product testing lab, including instrument calibration and procedural compliance.

Managed a maintenance and reliability workforce that included 4 maintenance team leads and over 30 technicians and engineers. Maintenance personnel worked a variety of schedules to support 24/7 operation of the mill, including a 2 man maintenance team embedded with production teams on a rotating shift.Developed a master program schedule for both capital improvement and facility maintenance projects. Utilized external contractors to maximize the amount of work accomplished in a short periods. Managed numerous repair and service agreements with equipment-specific vendors. These efforts at maximizing planned outages resulted in more than twice the amount of work accomplished during a standard, 20-hour outage, while maximizing value through business case analysis.As a member of the plant Operational Excellence team, utilized performance data and root cause failure analysis to target maintenance efforts at items that would have the most significant impact to OEEEstablished an industrial technician training program that utilized targeted training topics to develop personnel, and improve capability of the maintenance department. Topics included hydraulic repair, machinery alignment, pump rebuild techniques, and vendor-specific controls. Developed and implemented a comprehensive industrial maintenance program at the mill, focused on safety, reliability, and Precision Maintenance. This included collaborative efforts with the maintenance team at all levels, using Lean manufacturing principles in the development of an improved workflow process model, utilizing SAP software to effectively prioritize, plan and track equipment maintenance.Built a facility reliability program from the ground-up, including a multi stage project to install vibration monitoring equipment throughout the mill connected to wireless network, which could be used for real time predictive equipment monitoring from any location, and integrating identified repairs into the master repair plan.

Provided leadership and supervision of 5 Production Shop supervisors, 2 QA supervisors, 6 technical work planners, and 40 repair technicians comprised of civilian and military personnel for continuous maintenance of operational nuclear power plants on two Moored Training Ships inside a secure industrial facility. Executed, and ensured compliance with, AS9100 requirements for Quality Management Systems. This included multiple audits conducted by external military and civilian organizations, and being part of an audit team that reviewed other Department of Defense (DOD) and Department of Energy (DOE) facilities. Administered a $9M annual maintenance budget, and directed the planning, coordination and execution of maintenance at the site. Utilized critical path scheduling principles as the maintenance program manager. Dramatically improved material condition and operational readiness using Earned Value Management (EVM) principles. These improvements included $2.5M in avoided contractor costs through onboard self-sufficiency using make/buy analysis for six maintenance periods per year, as well as numerous emergent corrective repairs. Overhauled Environmental Health and Safety (EHS) compliance efforts, including industrial safety, hazardous material (HAZMAT) control and use, and an asbestos material control program. Procured and developed safety programs for use of new industrial tooling, including induction brazing equipment and hydraulic torque applicators. These initiatives resulted in zero safety mishaps while improving shop brazing efficiency by 75% and large mechanical joint makeup by 50% with first time quality and zero failed tests. Served as On Scene Incident Commander (OSIC) for the site's Emergency Response Organization

Department Head selected to administer the academic standards at the Navy’s premier enlisted engineering school. Responsible for delivery of curriculum in 5 separate courses in electrical theory and engineering fundamental to the design, operation and maintenance of naval nuclear propulsion plants. Duties included continuous course review and oversight, qualification of instructors, monitoring and assessment of instructor performance.Managed a $3.5M project for transitioning course curriculum from legacy systems in place since the 1960’s to modern digital and microprocessor circuit trainers more in line with modern Navy power systems. This included the review, selection, approval, and implementation of change in 4 different subjects.

Responsible for the planning and execution of maintenance and testing for a 215,000 Man-Day, $200 Million overhaul of a nuclear-powered submarine. Coordinated efforts of the ship's crew, Naval Shipyard tradesmen, and multiple subcontractors both commercial and government.Conducted formal presentations to senior and executive leadership on progress and status of the project and risk/schedule analysis for future performance.Maintained an agile maintenance posture to respond to project changes and minimized their potential impact. Examples included: corrective actions on failure of seawater system testing, adapting to contractor work schedule slippage for combat system installation, recovery of complete failure of the submarine radio room during sea trials, and repair of multiple deficiencies to the Vertical Launch System (VLS) discovered mid-overhaul. Worked with Submarine Maintenance, Engineering, Planning and Procurement (SUBMEPP) on the development of the Availability Work Package (AWP) from initial planning phases of the overhaul using Maintenance and Ship work Planning (M&SWP) systems and reports.Directed accomplishment of complex engineering test and certification programs, including management of the Unrestricted Operations to Design Test Depth (URO) program requirements and Submarine Safety (SUBSAFE) program certification. Qualified as Engineering Officer of the Watch (EOOW), Officer of the Deck (OOD), and Submarines (Officer)

As part of the Fleet Maintenance (Submarines) (FMB) section, directed over 100 civilian and military personnel in the planning and execution of intermediate and depot level maintenance on 17 submarines. Management of 35-day scheduled maintenance periods conducted for submarines prior to deployment, including scheduling of key events and executing mission-critical repairs to meet stringent deployment timelines. Also required to execute emergent repairs as needed to return fleet assets to sea.Assembled and reviewed project performance data against established metrics. Led formal and informal presentations to military and Naval Sea Systems Command (NAVSEA) corporate leadership regarding project cost and schedule performance. Managed a $20M annual operating budget for 35-day duration maintenance periods, often for 2 or more ships concurrently, to prepare submarines prior to extended overseas deployment. Planned, developed, and personally reviewed over 100 detailed engineering procedures in preparation for supporting the Navy’s newest and most complex class of submarines. Implemented actions to align current maintenance facilities with the unique maintenance needs of the Virginia class when newly stationed in Pearl Harbor. Conducted multiple emergent repairs in response to material failures, nuclear and non-nuclear. Assembled and directed mobile repair fly-away teams to conduct on-site emergent repairs throughout the Western Pacific. Led 6 rapid improvement events applying the principles of Lean Manufacturing and Six Sigma as a Green Belt.Expertly conducted more than 30 ships safety compliance inspections, analyzed the data and led stakeholder action to improve readiness and compliance in the area of firefighting tactics, safety and ship survivability systems.

Directed a team of Army and Navy personnel for the up-armor of thousands of US Army and US Marine Corps tactical vehicles. This team was formed and deployed in-theatre on extremely short notice in support of Operation Iraqi Freedom. Armor was fabricated from ballistic steel and retrofit to personnel carriers, transport trucks, and HMMWV's. This greatly increased personnel survivability and combat effectiveness. Commended for flexibility in this out-of-expertise job operating under combat conditions.

Directed 120 technicians in the critical repairs, across a variety of trades, to multiple surface ships and submarines from a forward deployed submarine tender. Responsible for coordinating and dispatch of multiple "Fly-away" teams to accomplish mission essential maintenance and repairs across the eastern hemisphere. Qualified as Officer of the Deck, and as a Surface Warfare Officer.

Taught enlisted Navy nuclear power school reactor principles 10 week course. Reactor principles is a capstone course in the nuclear power school curriculum, and applies the math, physics and thermodynamics material used in previous courses, and introduced reactor kinetics, flux distribution, core behavior over time, and reactor plant parameter response to specific actions and conditions.

Executed planned and corrective maintenance for all mechanical systems for the unique propulsion requirements of NR-1. Ensured compliance with Quality Assurance and Deep Submergence safety programs. Operated the propulsion plant and forward area systems for three extended overseas deployments. NR-1 was the only nuclear powered deep submergence vessel specifically designed for scientific research over sustained periods. The crew of nine sailors was hand-selected and screened through the director of Navy Nuclear Propulsion. This unique mission platform required its crew to be proficient in a variety of unconventional disciplines. Qualified Engineering Officer of the Watch, Officer of the Deck, and qualified for the Deep Submergence insignia.

Served as leading mechanic in Machinery Division, directing 16 personnel in operation and maintenance of the propulsion plant during strategic deterrent patrols. Supervised qualification process for new personnel. Generated, inspected or reviewed all controlled work on submarines safety (SUBSAFE) systems on board. Qualified Engineering Watch Supervisor, Chief of the Watch, and Diving Officer of the Watch.

Served as a mechanic in Machinery Division, operating and maintaining nuclear propulsion plant systems on board the submarine. Performed mechanical preventative and corrective maintenance and conducted system retests of repairs. Operated all Engine Room watch stations. Qualified as a Mechanical Operator and Engine Room Supervisor. Qualified Engineering Watch Supervisor. Qualified in Submarines.

Selected as a staff pickup instructor following completion of prototype training course. Operated mechanical systems and stood watches during core refueling through student training. Stood watches in the nuclear propulsion spaces while supervising students in training.

Student in the Mechanical Operator course at the third phase of the nuclear training pipeline: prototype training. Completed a course of instruction and qualified as a mechanical operator at a land-based operating prototype reactor facility.

Student at Nuclear Power School, assigned to course of instruction in the science and engineering fundamental to the design, operation and maintenance of naval nuclear propulsion plants. Completed the second phase of the nuclear power training pipeline.