Dave Dillon Email & Phone Number

Saint Paul, Mn, Us

Roreto Di Cherasco, Cuneo, It

Responsible for cross functional department of 45 engineers, data scientists, and project leaders who identify, trend, investigate, analyze and act on after-sales quality and safety related signals. Also, responsible a design assurance team that develops product engineering risk mitigation tools, processes and training programs.

Roreto Di Cherasco, Cuneo, It

Responsible for Project Management teams and Product Design Engineering teams developing new Ranger and ATV products. Scope of responsibility includes a team of over 150 engineers globally and a budget in excess of $80M.

Roreto Di Cherasco, Cuneo, It

Built a product investigations team and process to conduct safety and compliance related investigations for Off Road Products. Also Built a Field performance team that analyzed current quality data and drove continuous improvement and planned product change actions to improve quality.

Middlebury, In, Us

Provided leadership for $800+ million division. Responsible for product engineering, R&D, project management, and validation as executive team member; staff of approximately 55 individuals. KEY RESULTS INCLUDE: • Resolved historic model change and floor plan delivery challenges by utilizing program and resource management techniques. Delivered model year changes for 5 product teams on time while concurrently delivering over 45 new models in less than 9 months, enabling Jayco to outpace industry growth by 50%.• Implemented $1.4M in savings in less than 6 months with a New Product Development and Optimization team; implemented new a Product Continuous Improvement (PCI) database for idea generation and monitoring.• Established development partnership with General Motors to develop smart trailering technology, improving safety, security and the overall trailering experience.• Established recurring master model change timeline by working cross functionally to identify all recurring milestones and establishing due dates to increase the repeatability of the process, pull decisions ahead and reduce the potential for error resulting from late changes.

Bristol, In, Us

Executive team member providing leadership for all product engineering/development, program management, validation/certification and eventually quality related activities for a $200+ million organization. Responsible for 10 direct reports and a total of approximately 75 personnel. KEY RESULTS INCLUDE: • Reduced material cost by $8 Million annually (approx. 4%) with the use of VA/VE, lean engineering, alternative sourcing strategies and identifying and promoting internal fabrication opportunities.• Reduced engineering order lead time by 70% by leveraging third party engineering resources, increasing visibility of metric and empowering managers to manage and prioritize non-order related projects to ensure speed to market.• Expanded product portfolio and developed new products and features such as Utilimaster’s new line of Van Up-Fit products, the new Velocity Walk-In Van on a Euro style cab chassis (Transit) and features such as an industry leading tow hitch system and lowest cost LED headlamps.• Provided leadership during business turnaround increasing gross revenue by 25% in 24 months and turning an operating loss of $5M in 2013 into an operating profit of $8M in 2014 and $5.9M through Q2 2015. • Established foundation for a sound Quality Management System that resulted in improved quality measurement, control and performance, reducing total cost of quality by more than 5% the first year.

London, England, Gb

Global responsibility for government and internal product safety and emissions investigations, field campaign execution and government reporting (i.e., TREAD, EWR, etc.). Secretary for the Sr. Executive level campaign approval committee.KEY RESULTS INCLUDED: Negotiated resolution of investigations without losing customer focus. Improved overall operational efficiency as a result of a redesigned campaign launch process, improved intra-organizational collaboration and the establishment of a KPI with Sr. Executive visibility. Improved efficiency of the investigation process as a result of several Design for Six Sigma (DFSS) projects in combination with an enhanced project management tool and Key Process Indicator (KPI) metrics. Integrated Fiat and Chrysler enterprises to eliminate duplicate activities improve communications and enhance performance.

London, England, Gb

Responsible for establishing a new regional team of approximately 30 people to lead all aspects of program management, vehicle synthesis, development and validation processes in ChinaKEY RESULTS INCLUDE:• Led the assessment of and technical negotiations with regional Joint Venture (JV) partners resulting in a significant JV partnership in China prior to Chrysler’s bankruptcy.• Developed 2 vehicle programs with local JV partner through production pilots and pre-production release respectively, including establishment of vehicle/system functional objectives. • Championed the use of DFSS methodologies that resulted in the implementation of many content additions and/or design improvements into local and imported products.• Established regional durability validation schedules and implemented vehicle level validation plans for multiple vehicles.

London, England, Gb

Technical lead for project team reporting to Executive Vice President of Purchasing tasked with identifying, organizing and implementing the appropriate infrastructure, organizational and procedural needs to achieve aggressive Low Cost Country (LCC) sourcing and savings targets.KEY RESULTS INCLUDE:• Established an organizational resource strategy involving in-region technical resources and facilities in Hungary, India and China as well as the establishment of US based LCC resources.• Established the infrastructure and operational strategy including cross functional commodity teams and processes to allow the creation, delivery and disposition of LCC source packages.• Generated cost reductions in excess of over $250 million during the first 3 years of the project as a result of classifying and prioritizing activities by savings potential, implementation speed and risk.

Auburn Hills, Mi, Us

Responsible for developing and advocating DaimlerChrysler collaborative Industry positions regarding state, federal, and international mobile emissions policy and regulatory development. Teamed with Government Relations to develop political positions founded on science and be the technical representative when lobbying State and Federal legislators.KEY RESULTS INCLUDED: Saved nearly $100 Million by developing and procuring approval for DaimlerChrysler’s Zero Emissions Vehicle (ZEV) Alternative Compliance Plan (ACP) in several states. Led Industry Alliance and USCAR teams to achieve EPA approval for Selective Catalytic Reduction (SCR) technology (Daimler’s diesel emissions control technology). Led discussions with the US Trade Representative (USTR) and South Korea Trade and Environmental Ministers to resolve trade barriers resulting from emissions policies.

Auburn Hills, Mi, Us

Responsible for leading the design, development and execution of multiple interior systems for the 2004 Dodge Durango with a total investment of nearly $100 million and an annual spend in excess of $70 million. Product Assurance Team Lead (APQP) for full interior.KEY RESULTS INCLUDE:Launched program on time, within all cost, weight, investment and quality targets. Identified and secured approval for various corporate Material Cost Management (MCM) savings initiatives, one of which resulted in a set of reading/dome lamps that were adopted as the corporate standard resulting in $8M in annual savings.

Auburn Hills, Mi, Us

Initially responsible for design and release of Durango interior hard and door trim. Once at Assembly plant, promoted with responsibility for oversight of a team of product and quality engineers responsible for improving quality for the entire Dodge Durango interior system.KEY RESULTS INCLUDED:Best in Class JD Powers interior ratings for Durango at initial launch. Achieved annual year over year quality improvements in excess of 15%. Established a supplemental vehicle functional audit, an initiative which was eventually adopted by all Chrysler facilities.

Bsme, Plastics Cognate

Master Of Business Administration - Mba

Master Of Engineering - Meng