Working with a team of Program/Project Managers to launch Li-ion batteries for leading-edge, Original Equipment (OE) automotive applications. Collaboratively leading global teams toward the timely execution of advanced technology projects in the automotive industry. Developed and improved processes to streamline the RFQ response time, including Key Process Indicators (KPIs) and standardized operations. Actively involved in the near and long-term development of the strategic plan for the organization's Li-ion battery systems.

Working with a global team of engineering professionals to maintain standard process and practice for the control of supplier, customer and internally-driven changes. Balancing the needs of the sales, engineering and procurement teams, with the need to have a globally implemented process, resulted in an increase in customer satisfaction metrics.Using a collaborative approach, regional practices were reviewed, best practices were identified and combined into a global process which was tested and successfully implemented globally.Using a data-driven approach of surveying process capability data, cost/value analysis and regional applicability, a portfolio of equipment and process standards were identified. This information was then revised semi-annually and used as a part of the annual, global capital spending plan.

Identifying process and methodologies to manage and measure the progress of advanced technology projects towards identified objectives. Working with teams of highly-skilled technologists, project goals were identified, documented and communicated to senior leadership. Via a regular cadence of monthly program reviews, progress was communicated using a standardized set of Key Process Indicators (KPIs). When significant gaps between the technology development and product launch programs were identified, a team was led to develop and implement a process to bridge these gaps resulting in less time being required for the upfront development process.

Continually increasing scope and responsibility for the successful execution of a variety of product and process projects in a global, matrix environment. Examples include:-Managed $52M budget to build and upfit a manufacturing facility servicing OEM customers. Including site selection, contractor management and leading an internal engineering team to install advanced equipment, and launch to meet customer demands. On-line six weeks early and $1.5M under budget when project was completed.-Led the team which developed and launched the first N. American battery for start-stop vehicles. Met or exceeded the timing and performance deliverables of the OE customer for their flagship vehicle in the US.-Improvement of the battery warranty process via the implementation of Lean Six Sigma statistical analysis. Implementation of a statistical approach to sampling customer warranty returns resulted in significant labor savings as well as improved product failure information.

Working across the organization's joint ventures, Best Business Practices (BBPs) were identified, documented and implemented across the various business entities. Results included: -Export program from Brazil to the US, resulting in $1.75M favorable EBIT impact.-Developed new product to use excess capacity in Brazil for export to the Asia market in nine months.-Delivered operational improvements of 60-75% in several key manufacturing areas.