•Provide client consultation & support on OSHA related health & safety standards for general industry. •A working knowledge of OSHA required programs and primary topics such as Hazcom, Material Handling, Confined Spaces, Hot Work, Emergency Prep, PPE, Fire Safety, Compressed Gasses, Hearing Conservation, LOTO, Bloodborne Pathogens, Walking/Working Surfaces, Fall Protection, Incident Investigation, Electrical Safety, Industrial Hygiene, Ergonomics, and Emergency Egress.•Experienced in creating Hazardous Energy Control Procedures (Lock Out / Tag Out) for various industries throughout the United States.

Directed operations of a 12 bed COVID ICU alternate care facility (ACF) in collaboration with the Sint Maarten Medical Center (SMMC) Operational Management Team (OMT).Served as chief liaison between AMI, the SMMC Chief Medical Officer and the OMT. Met periodically to discuss plan of action related to the COVID cases on Sint Maarten.Liaised with local government on housing plan for AMI contractors. Facilitated multiple moves during tenure. Created reduced staffing plans for deployment based on changing COVID cases. Engineered new staffing models in collaboration with AMI Project Management Office (PMO) for implementation.Accountable to AMI PMO by providing daily operational updates, sitreps, personnel statistics and inventory reports. Collaborated with HR Business Partner on human resource related issues and with Recruiting Team on personnel movement in and out of project.

Collaborated with prime contractor Central Asian Development Group (CADG) to maintain day to day operations of 34 bed Covid hospital, including 12 ICU beds, for United Nations employees throughout Africa as needed.Liaised with AMI clinical staff, prime contractor (CADG), the United Nations (UN) and the World Health Organization (WHO) to provide status updates of patient conditions, health care received and the repatriation process of discharged patients.Collaborated with AMI Chief Medical Officer, hospital clinical leads and health administrator as the management team lead to support daily hospital operations, personnel schedules, and weekly reporting to the prime and other agencies.Communicated with prime on personnel movements, clinical staff concerns, and facility matters related to the hospital operations.Developed positive relationships with all stakeholders to improve communication and overall operations.

Deputy Project Lead, Navajo Nation Project – Chinle, AZ Collaborated with prime contractor (PAE) in start-up and take-down of multiple isolation sites.Managed operational cost by reviewing and modifying the staffing model with PAE and AMI clinical and operational team to reduce the cost burden to client.Ensured the timely and professional administration and delivery of health services to over 600 patients adhering to the Navajo Nation Health Services standards.Liaised between Isolation Site Leads throughout the Navajo Nation and Project Management Office to maintain and improve operational flow of each site for exceptional patient care.Facilitated daily operational sync meeting to obtain site sitreps, assess needs and provide support to all sites.Organized & Managed Protected Health Information data with PAE to provide the Navajo Nation client with demographic data on the 600 patients served in the community. Project Manager, Logistics Navajo Nation Project – Gallup, NMLaunched & coordinated Project Management Office (PMO) in collaboration with (PAE) in Gallup, NM to support operations at multiple sites throughout the Navajo Nation. Directed work of PMO Administrative Staff.Created standard work to streamline the process of inbound/outbound travel of 180 AMI contractors.Executed orientation for all AMI contractors at the PMO by coordinating the schedule with the Navajo Nation Cultural Liaison, Senior Nursing staff, Safety Trainer and Admin Staff. Coordinated the transportation of contractors.Liaised with PAE Logistics to provide Alternate Care & Isolation Sites with required materials and supplies.

Directed work in Receiving & Inspection, Material Handling, Service Parts, Remanufacturing. Headed four business units totaling more than 100 employees over two shifts.Stored and delivered over $20 Million in raw material for hospital bed production. Achieved over $300K in cost savings through process improvements. Launched material delivery system for new assembly line. Coordinated material handling functions across multiple facilities. Coordinated & ensured correct model mix of part numbers delivered to final assembly. Regulated performance issues, appraisals, motivation, absenteeism, and work-coordination.Facilitated employee training and safe operations.

Directed all aspects of Production associated with hydraulic control valve manufacturer supplying to Toyota Industrial Equipment, Mfg. Coordinated operations associated with quality, cost and delivery and management of people. Focused on performance management, motivation, appraisals, personnel issues, and documentation. Coordinated emergency medical and environmental response, workers comp claims and health and safety improvements for the plant. Collaborated with suppliers on Supplier Quality. Facilitated improving internal Quality Control procedures, part inspections and rework. Managed shipping & delivery targets by using key KPI’s. Reported on KPI targets in Production, Safety, Quality, Cost and Delivery to the President.

EMT Certified 2007-2014. Provided 911 emergency medical response to local community. Operated ambulance and provided pre-hospital care to patients. Established IV’s, drew blood and acquired EKG’s and blood glucose readings for patients.

Consulted INTAT Foundry in Rushville, In in health and safety.Supported a dual role in safety consulting and product sales.Trained in HAZCOM, LOTO, confined spaces, fall protection, respiratory protection, personal protective equipment, OSHA compliance and training.

Coordinated the daily operation of safety, quality, cost, and production of multiple assembly lines. Collaborated with supporting departments to reduce injuries, quality defects and production inefficiencies. Effectively completed performance development appraisals and employee related documentation. Executed production level changes and multiple model changes. Organized health and safety improvements of forklift manufacturing facility with 1000 employees. Controlled the storage and just in time delivery of component parts via Kanban card system. Orchestrated individual training, processes management and departmental safety.Implemented kaizen improvements that resulted in a 10% increase in efficiency. Executed multiple work level rebalancing due to production level changes and efficiency improvements. Reduced workers compensation cost from $448K to $109K from 2006 to 2009. Reduced OSHA Total Case Incident Rate (TCIR) from 9.7 to 5.4 from 2006 to 2009.Reduced ergonomic injuries and lost time injuries by over 75% from 2006 to 2009.Coordinated emergency medical and environmental response, workers comp claims, accident / incident investigation, OSHA compliance and record keeping. Executed safety training, safety inspections and ergonomic assessments. Planned/executed department and process safety reviews with engineering staff and plant leadership.

As a Supply Specialist, I was responsible for the management of Company inventory of standard issue clothing, tactical gear and weapons. I was attached to the Head Quarters Company of the 2nd Battalion - 152 Mechanized Infantry - 38th Infantry Division.