𝗢𝗩𝗘𝗥𝗩𝗜𝗘𝗪When I was asked to launch the U.S. business for a Canadian company, I took a calculated risk. I relocated my family knowing there were no guarantees. Less than a year after leading the company startup -- along came COVID. We made some tough and strategic decisions; and the company rose like a Phoenix! Ultimately, we brought back all our employees as the company grew 100% year over year. I navigated this rapid growth from $5M to $56M and scaled the infrastructure.𝗠𝗬 𝗥𝗢𝗟𝗘 Manage operations for U.S. division | three locations | $56M P&L | $28M operating budget | Supervise six direct reports | 120 indirect reportsHand-picked to launch, grow, and manage the U.S. division of a Canadian-based company. Key member of the leadership team reporting directly to the CEO and board of directors. Lead the automation business unit, contract services, manufacturing, and engineering.𝗠𝗬 𝗖𝗢𝗡𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡𝗦Led startup of new U.S.-based operation. Key member of leadership team that drove explosive growth from $5M to $56M in 2022. • Marketing: Leveraged career-long relationships to ignite sales channels and opportunities. Built marketing group and digital platform to springboard exponential growth.• Turning Challenge to Opportunity: Transformed COVID into a catalyst for growth. Raised capital and expanded to provide automation and contract staffing to manufacturers. • Mergers & Acquisitions: Led two acquisitions and managed change and integration.• Infrastructure & Team Building: Scaled infrastructure to support 100% YOY growth for two years in a row. Hired 100+ talented people in three years, and opened three new facilities for automation, design, and manufacturing.• Company Accolades: Emerging Manufacturer of the Year, 2021 by The Business Advocate.

𝗢𝗩𝗘𝗥𝗩𝗜𝗘𝗪This company grew substantially during my tenure -- doubling revenue, adding a new facility, acquiring another company, and adding 500 employees. I was promoted multiple times – ultimately managing all operations at two plants. Later, I moved from operations to the engineering side of the business.𝗠𝗬 𝗥𝗢𝗟𝗘 Supervised six direct reports and indirectly oversaw 100 UAW and 15 salaried employees on three shifts. Managed daily operations of prototype facility, including quality, scheduling, productivity, equipment maintenance, cost control, and profitability. Partnered with UAW to resolve labor disputes. Conducted process audits and created reports on key performance metrics. Planned annual budget.𝗠𝗬 𝗖𝗢𝗡𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡𝗦• Managed a facility that delivered a 30%-50% profit margin—the highest in the company.• Netted 70% gains in quality and 40% gains in throughput on problem lines.• Implemented a PM program that delivered an estimated 15% efficiency gains in problem robot cells.• Championed and created a standard work instructions (SWI) platform to document processes.• Instrumental in transforming the culture from an atmosphere of strife, hostility, and mistrust to a cohesive one focused on a single goal. • Member of the Safety Committee, which improved employee safety compliance by 70% and reduced safety incidents by 40%.

𝗠𝗬 𝗥𝗢𝗟𝗘 Managed plant-wide maintenance for an 80,000 sq. ft. facility. Inspected and maintained hydraulic benders, stamping presses, and robotic equipment. Inspected machines for safety compliance. Maintained machine inventory, inspection data, and documentation. 𝗠𝗬 𝗖𝗢𝗡𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡𝗦• Developed and established predictive and preventative maintenance strategies, reducing downtime by 15%.

Verify all manual and automated equipment was running safely and efficiently as well ensuring the parts met or exceeded customer specifications.Program and repair robotic welding (spot & mig) equipment, along with manual resistance welding equipment. Building and stamping press maintenance also was part of my daily responsibilities. Robots used in this job were primarily Nachi and Panasonic.Communicate effectively in both written and verbal forms to other shifts to ensure a smooth transition.

Started as an automated weld cell operator then was promoted to weld technician and moved into Engineering. Responsible for keeping automated weld cells running, along with applying new weld schedules, setting up new equipment, writing new programs and adjusting welds that failed cut and etch. Work as a part of a transition team helping company start operations in Silao, Mexico, also was a part of transition from Lexington to Warren, Michigan. Robots used at USM were Fanuc, ABB, Kuka.