In her new role, Deanna will lead efforts to ensure Great Plains Industries strengthens partner relationships and exceeds customer expectations. She will maintain responsibility for managing OEM accounts. In coming weeks, she will organize a strategic approach to capitalize on the strength of our Product Support team members to build a growth-oriented plan aligning with our changing customer and business needs:Build efficiency into their daily responsibilities – identify their pain points and help them do their jobs easier, document processes, rollout department metrics to learn from failures and capitalize on successesConnect their opportunity of bringing VOC data into a formal feedback funnel - partnering with Kriston, GPV IT and others to make this come to lifeCreate a dynamic, centralized, product knowledge resource center to provide a single source of truth when assisting Partners and End Users; assist in the onboarding of future team members as the company grows; collaborate with Marketing Services to ensure necessary product info is delivered to our websites for an improved buying journeyEnable Product Support to transition with our changing business needs as we have less opportunity to grow our fuel-related customer base and more opportunity to serve a very different, industrial segment as our flow meter portfolio expands into new technologiesGuide the team to embrace one of their most powerful capabilities – building long-term customer relationships – by introducing outbound programs that help deliver critical Product Management updates, reignite sales, and strengthen loyalty to our products

PCC closed Brittain Machine and moved most jobs from Exacta Aerospace to Walden's in Oklahoma.

Division of Precision Castparts and subsidiary of Berkshire Hathaway.As the champion of process improvements, adherence to policies, and work instructions in Finance, Human Resources, IT, Supply Chain, and Purchasing to ensure alignment with lean methodologies, quality, and SOX financial compliance.Key Contributions: Facilitated six sigma and lean training for multiple levels of management, office, and shop employees.  I delivered capitol-approved solutions for point-of-use machining tools, which ultimately reduced expenses, machinist wait time, and overall machine downtime. I coordinated and conducted audits of 82 financial controls on critical business processes to ensure companywide policy alignment. I also identified, evaluated, and mitigated control risks with liaisons between department subject matter experts and senior leaders in support of the new parent company Berkshire Hathaway and SEC requirement to be Sarbanes Oxley (SOX) compliant. Oversaw the development of Business Systems Control Narratives supporting Control Procedure Instructions and Control Test Steps to ensure policy compliance. Managed the global import and export of aircraft parts, machines, and tooling following the closure of Brittain Machine. I was honored to lead and mentor various professional development personnel according to strategic goals, achieve organizational targets, optimize business processes, and promote compliance, including supervising two manufacturing engineer interns each year.

Coleman headquarters moved to Colorado and the supply chain moved to China.

Division of Jarden, a fortune 500 corporation providing home and outdoor products worldwide.Introduced online global visibility of container tracking and costs by consolidating newly discovered global freight forwarding services while in a direct report to VP Supply Chain. Key Contributions: I led a DC By-pass project in Shanghai that reduced the number of LCL containers, resulting in an additional $80k in annual profit. I assisted in the facilitation of the project planning using a Hybrid approach; Predictive (PM) and Define/Analyze (6σ). I accepted the leadership appointment to spearhead the global consolidation of freight forwarding services throughout EMEA, Japan, and China; I led the project using Agile methodology (PM) requiring continuous team and stakeholder collaboration. We finished on time within budget. I worked with an impressive international team to standardize initiatives to enhance companywide visibility and customer support. Diminished waste and introduced lean/six sigma methodologies by facilitating multiple Kaizen and 5S+1 events and trained coworkers in Global Distribution/Logistics, Customer Service Center, Global Sourcing, and Accounting personnel.

Raytheon sold off Beechcraft.

A subsidiary of the Raytheon Company, a world supplier of defense and aerospace systems with $8B in annual sales.I was blessed to lead cross-functional teams and projects to improve material availability, data integrity, and inventory accuracy and control. Key Contributions: Improved customer satisfaction and slashed wait time from up to six weeks to less than 48 hours. I initiated the help of subject-matter-experts from departments in Customer Service, Ops, Purchasing, and QA personnel to support IT in developing an AOG scanned tracking solution from the production line to the customer.  I was honored when nominated as one of Raytheon's top 1% women leaders, selected to speak at the annual Women in leadership convention. I did not win, but I felt like a winner!Additional experience as Manager - Labor Accounting (2001 to 2004) for RAYTHEON AIRCRAFT COMPANY.I was hired to spearhead the payroll and timekeeping consolidation from SAP into the Peoplesoft system, which I did on time and under budget. I collaborated with my peers across multiple sister companies and established a center of excellence. Additionally, I had inherited, from my predecessor, four years of state and federal tax issues; I led the cleanup and filed corrected 941s, W2s, and 940s to negate and eliminate assessed fines. The senior leadership team recognized me for my work on this project. The VP of Finance invited me to attend Six Sigma training to manage projects across the entire enterprise. This invitation is prestigious, and I am proud to be one of six coworkers selected by the senior leadership team as the top 5% of business leaders to attend Six Sigma training.

Directed department reorganization to leverage efficiencies, increase responsibilities and reduce department headcount from 12 to 8. Provided guidance for the professional development of two exempt and six non-exempt direct reports. Interacted with the senior leadership team for project status update. Led the payroll & HR consolidation to PeopleSoft and the time evaluation process to SAP software.  Organized the development of a payroll to labor reconciliation which satisfied the Defense Contract compliance and negated a penalty of $2M. Nominated as one of Raytheon Company’s top 1% outstanding women leaders, I was honored to speak at the annual 2003 Raytheon Women in leadership convention. Recognized in 2004 as one of the top 5% business leaders by the senior leadership team and invited to attend Six Sigma Expert training to manage projects across the Raytheon enterprise.

Temporary position; I was asked to, and successfully, upgraded their worker's compensation system including training material and procedure guides.

A subsidiary of Thorn EMI Americas.Administer all Payroll and HR management systems, evaluating and integrating new applications. Provide guidance for the professional development of two exempt and thirteen non-exempt co-workers. Led the payroll transition of Canadian based operations following a stock sell.  Championed the development and implementation of a multi-tax accounting system that consolidated federal tax liabilities for seven corporations.  Directed the consolidation of the balance sheet accounts and bank accounts.  Managed the dispersion of the Thorn Share Purchase and Stock Option programs.  Facilitated expatriate payroll and taxation.