Developing a labor centric multi-sided platform to connect workers with specialized job opportunities and training while connecting employers with the right talent.Exploring a multi-sided marketplace model where developers can sell ready-made applications, enabling entrepreneurs to quickly launch MVPs and scale their businesses.

Software Portfolio Manager | Global Engineering Team LeadAs a Software Portfolio Manager, I lead a team of 10 engineers responsible for managing and optimizing operations across 52 test labs and garages globally. My role involves overseeing our software assets and ensuring our team has the tools and guidance needed for high-quality project delivery. With a strong focus on project and change management, I drive initiatives that enhance operational efficiency and support continuous improvement across our global network.Key Responsibilities:Global Leadership: Manage operations of 52 test labs and garages worldwide, ensuring consistent performance and quality.Team Management: Lead and mentor a team of 10 engineers, fostering innovation and professional growth.Software Portfolio Management: Oversee software tools and applications, ensuring alignment with business objectives.Project Management: Lead cross-functional projects, ensuring timely delivery within scope and budget using agile methodologies.Change Management: Drive change initiatives, ensuring smooth transitions and stakeholder engagement.Strategic Planning: Develop strategies to enhance global testing efficiency and effectiveness.Process Optimization: Identify and implement process improvements to boost productivity and quality.Stakeholder Collaboration: Partner with R&D, QA, and product management to align software assets with organizational goals.Standards Compliance: Ensure adherence to global standards and best practices across all labs.Budget Oversight: Manage software procurement and maintenance budgets to ensure cost-effective solutions.

GM’s Pontiac Engineering Center:Lab Operations Manager | Electric Driveline, Transmission & Components TestingAt GM's Pontiac Engineering Center, I managed the operations of a 24/7 automotive testing facility focused on Electric Driveline, Transmission, and components. Overseeing more than 200 test stands and a team of 80 employees, including 4 direct reports, I was responsible for ensuring continuous, high-quality testing operations, managing the budget, and driving continuous improvement projects to enhance efficiency and performance.Key Responsibilities:Operational Management: Led 24/7 lab operations for over 200 test stands, ensuring reliable and consistent testing processes.Team Leadership: Managed a team of 80 employees, including 4 direct reports, fostering a culture of collaboration and excellence.Budget Oversight: Controlled the lab's budget, optimizing resource allocation and ensuring cost-effective operations.Continuous Improvement: Spearheaded initiatives to enhance operational efficiency, reduce downtime, and improve testing accuracy.

Manager of 15 salaried employees within Global Powertrain Development Team.- Project Leader of two capability-growth ventures within the Lab-of-the-Future initiative. - Development of processes, priority schedules, and leadership of cross-functional team. - Provide the strategic vision and defined future-state for the organization.- Define goals, alignment of stakeholder needs which enable improved schedule attainment and quality levels. - Transformed team culture to a Launch Excellence mentality- Define standards for four quality processes by leading cross functional teams to drive a defect-free culture that focuses on improving the up-stream quality challenges in product development.- Established a Strategic Leader Development Plan that improved critical knowledge in both diesel and cold testing.- Defined and managed supplier resource and budget tracking system – including quality, throughput and project completion KPIs. - Created a soft skills training plan for organizational leaders that improved conflict resolution, decision quality, effective communication, and influencing which helped advanced the transformation of organizational culture.- Defined and implemented a mentoring program that created an environment that resulted in a “team” atmosphere and an avenue for knowledge and skills transfer.- Lead project status and management briefings with executive leadership – interfacing with Senior Managers to provide feedback and obtain positive outcomes in project implementation.

- Selected to recruit veterans to assist in moving the organization forward. - Advanced the engine development operations by using priorities as a forcing function. - Established a technical work verification program which reduced engine failures to zero.- Hand selected to provide insight and strategy for General Motors Diversity and Inclusion group to recruit top talent from the military.- Tracked employee training and development progress using Learning Management System (LMS) to ensure corporate learning and personnel development objectives are met, - Managed collaboration with General Motor’s Studio to create training assets and authorization tools, such as the Adobe Suite, to improve the LMS resources for the test lab and meet personnel development goals.

Executed the global strategy and vision of the division while balancing an operational budget. Managed five subordinate business departments in Aircraft trades and the State Department’s School of America. Supervised 5 Mangers, 78 Instructors, and 3 training planners.- Passed educational accreditation standards that resulted in our training being used for academy/university transfer for students.- Developed lesson plans through using different methodologies such as Analyze, Develop, Design, Implement and Evaluation (ADDIE) process and design thinking. - Ensured that the 5 and 10-year budget cycle for new or updated organization initiatives were incorporated into the Program Objective Memorandum (POM).- Negotiated the final contract terms for an innovative plan to upgrade training materials to the more relevant and current development needs that provided a cost avoidance of $8 million. - Highly sought after to lead a cross-functional team of 28 union employees and 71 U.S. Army Aviation instructors that trained over 300 students in 16 aircraft trades using the Army’s Training Support System (TSS).- Oversaw the training of foreign military students from South America and the Middle East on helicopter repair to include the engine theory, sustainment, and hands-on technical troubleshooting.- Provided program leadership and oversight to international and U.S. customers that included new and exciting courses to as required by General Electric’s contract obligation.- Taught propulsion systems theory to military and civilian students and ensured that training plans and scheduled were on time.- Protected the personal identifiable information of students in compliance with United States and International regulations.- Presented information to Senior Army leaders such as generals and directors on subjects, such as safety, graduation rates, lesson plan development and supplier/vendor responsiveness.

Managerial oversight of a large and diverse team that managed strategic planning, training, and operations for seven districts throughout the US and Globally. Responsible for over 570 personnel in Aviation Operations.- Led the organization’s human resources, flight operation, IT and Logistics departments.- Oversaw daily operations that included international business.- Worked with senior program managers and their vendors to ensure that 84 salaried employees were trained on cutting edge educational requirements of new aircraft airframe two weeks ahead of schedule.- Created and organized analytical tools for problem-solving difficult and unusual issues utilizing advanced alternative solution techniques such as Pugh matrix and Multi Attribute Utility Theory tables.

- Formed a new company for the Unites States Army Aviation Training organization.- Upgraded class rooms by increasing the use of technology.. - Spearheaded an aircraft engine test cells upgrade that included the cost avoidance of $8 million by streamlining critical tasks from non-value added ones.