• Provide consultation for business strategies by examining core KPI (Key Performance Indicator) and metrics, analyzing root causes, and examining variances in business trends• Identify flaws and gaps in daily business processes to optimize and improve processes by incorporating Six Sigma techniques• Serve as the division’s liaison with the Information Technology (IT) department to assess implementation of various new technologies and processes, and determine cost-benefit incorporation• Led the development of a Change Order Tool to monitor and create project change orders by utilizing PowerApps to calculate pricing/costing and Power Automate to create a document output and approval process• Led the development of a Breaker Repair Tool by creating a PowerApps that eliminated bottlenecks and inefficiencies of prior tool and increased data quality by incorporating restrictive data entry fields/inputs. The data output was utilized to design a Power BI dashboard to measure on-time performance, volume, and cycle time and to also provide service managers an accurate outlook of current capacity and backlog

• Coordinated with business managers and supported projects requiring quantitative and qualitative analysis• Developed and automated reports, visualizations, and dashboards using Excel/Power BI to monitor and track organizational progress• Maintained the division’s pricing and costing tool, which utilizes Microsoft Excel and Visual Basic Applications (VBA)• Led an Emergency Cycle Time Improvement project with an estimated $300K of savings and sales opportunities for the business by creating a standardized process map and an afterhours communication tool that utilizes Microsoft PowerApps, Power Automate, and DocuSign for effective and efficient internal and external communication• Led the initiative of transferring everyday business communications of the division to Microsoft Teams and utilized Power Automate to create workflows, automated notifications, reminders, and approval requests

• Eliminated unnecessary disruption of the company’s supply chain resulting in faster turnaround times for customers, increased sales, exposure to customer base, and expansion in monitoring and preventive products• Led the initiative of standardizing the practice of Lean 5S in service shops throughout the country impacting quality, safety, productivity, shorter lead-times, employee morale, and overall efficiency of shop floors• Developed Pathway for the Service Division, which is a graphical user interface-based tool providing an overview of the division’s project execution lifecycle. Pathway provides users with a quick method to locate information and to understand where each step in the overall process occurs• Coordinated multiple aspects of projects including, but not limited to order review, order entry, scheduling, invoicing, collections, monitoring, reporting, shortages, and problem reports• Led a Field Service Technician Request Optimization project by single sourcing data input (Dynamics 365 Field Service) resulting in lower lead times and efficient scheduling