As an Aftermarket Engineer and Project Manager in the water and wastewater industry, I excel in overseeing a spectrum of responsibilities aimed at optimizing equipment performance, ensuring regulatory compliance, and delivering exceptional service to clients. With a meticulous approach, I coordinate the aftermarket activities, including maintenance, repairs, and upgrades, to extend the lifespan and enhance the efficiency of critical mechanical systems. My role encompasses liaising with clients to understand their specific needs, conducting thorough assessments of existing infrastructure, and developing tailored solutions to address challenges and improve operational reliability.Additionally, I am adept at managing multifaceted projects from inception to completion, employing strong organizational skills to coordinate resources, timelines, and budgets effectively. Through proactive communication and collaboration with cross-functional teams, I ensure seamless project execution while adhering to industry standards and safety protocols. My commitment to delivering superior results is evident in my ability to identify opportunities for process optimization, cost reduction, and risk mitigation throughout the project lifecycle.Furthermore, I leverage my technical expertise and industry knowledge to provide strategic guidance to clients, offering innovative aftermarket solutions that align with their long-term objectives and regulatory requirements. With a focus on customer satisfaction and continuous improvement, I am dedicated to driving excellence in aftermarket services, ultimately contributing to the sustainability and success of water and wastewater treatment facilities.My expertise lies in developing strategic sales plans tailored to regional markets, fostering relationships with key clients, and navigating competitive landscapes.

My first title at Rodney Hunt was Project Manager, though my responsibilities were not limited to that role for very long. My project manager role instilled in me a profound understanding of customer needs, industry desires, company triumphs as well as the short comings. I quickly became responsible for developing company building blocks to be utilized in every department of the company: sales and project management SOPs, market trend and customer retention strategy protocol, decision making and strategic plan board meeting reports to name a few. I found my success through innovative tactics and meticulous market analysis.My journey took me through various roles at Rodney Hunt, from Project Management to Regional Sales Engineer. Though my titles were specific, my responsibilities were not. I had a hand in, all intents and purposes, every department: office management, freight and logistics, legal discussions, marketing, human resources, head hunting and hiring, accounting, program development, inside sales, project management, manufacturing, intercontinental factory communication and management, amongst others. My exposure to so many interdepartmental responsivities gave me a comprehensive view of the business and industry from the ground up.

My position was working to integrate various departments to help clients in identifying assets and equipment posing risks to their facilities. I managed engineering projects working towards on-time project delivery, maximizing resource effectiveness, and obtaining client satisfaction. Additionally, I led drafting teams to develop AutoCad drawings, familiarized myself with API and ISO codes and standards, and created procedures for multiple inter-company departments.Other responsibilities included delivering projects on time through heading project forecasts, managing schedules, costing and budgeting projects, invoicing, tracking resource metrics, and staging client interaction meetings.

Project Manager required to manage a 4 person team of UTSA mechanical engineering seniors. The team was contracted by HEB to create a mechanical system that would be implemented into all HEB Creamy Creation ice cream factories. This system would be responsible for decreasing the current loss of $92,000 a year by 95%, due to improperly sealed ice cream containers entering the Tri-Tray freezing facility. As the team lead, I was required to manage the project budget, oversee the project schedule, maximize team productivity through task division, and initiate and maintain communication between the client and the team.

Maximized productivity of sales floor by delegating daily responsibilities to a 15 person team, composed of U.S. veterans.Regulated government instituted ATF and NFA documentation.Managed financial activity accumulated on a daily basis.Enhanced customer knowledge in the area of armament, weaponry, durability, and advantages of various products.Ensured product received meets safety specification and customer needs by explaining use, operation and care of product.Designed, programmed and machined weapons to meet customers specifications, needs and desired.Developed 3D drawing in Solids Works, Unicam and Mastercam in order represent the finalized product for both the client and machinists.

I performed research under two different graduate students. I worked on both photovoltaic cell emissions and thin film optimization processes.