Developed and leading the new IT Business Relationship Management function across the globe, while further expanding IT PMO Governance to foster continuous improvement and improved capabilities across the organization

Process Governance, Continuous Improvement, Global Projects, and leading Process Mining.

Supporting the Supply Chain organization globally as the business lead for SAP and other processes.- Testing Tower Lead for SAP go-lives in Japan, China, and Lat Am- Process Lead for global Product Hierarchy Radical Simplification initiative- Project Lead for OTC Radical Simplification project - Training, documentation, change management, and redesign support for enterprise Go To Market process

Our mission is to protect and promote the semi-rural, small town character of Middlebury, CT. Originally established around an opposition to the development of a 720,000 sqft distribution facility in an area surrounded by residential neighborhoods and schools. I handled initial outreach, organized the opposition, setup all required technology platforms, supported all blog / social content, and continue today in various capacities.

Supporting the Retirement Planning Services organization with delivery focused project leadership.- Driving new business capabilities with multi-million dollar initiatives in Robotic Process Automation (RPA) and Cognitive Voice / Conversational User Interface (CUI)- Delivery of $1.5 M+ of cost savings in first 1.5 years of Robotic Process Automation (RPA) development & support- New Cloud-based Interactive Voice Response (IVR) leveraging Amazon Connect & Pindrop Voice Biometrics- Providing strategic guidance for scalable process, development, and center of excellence (COE) roadmaps & lifecycles

Aligned with the requirements gathering phase of our new SAP (FMS) ERP implementation, led the Master Data team with a new focus on service delivery.- Pioneered service request process with team support of up to 6800 individual requests per month- Delivered on 92% on time to SLA in first 3 quarters of tracking- Drove consolidated tracking dashboard for all teams utilizing Service Now & Planview- Developed approval processes with FP&A and Accounting to provide oversite to price changes and gift cards

Restructuring in the Master Data team alignment brought increased governance responsibilities over all data domains.- Redeveloped governance processes in alignment with new global operating model- Supported implementation of Centric PLM system for the Footwear business- Master Data representation in new Enterprise Architecture team

After joining Under Armour in this historically underserved master data domain, the immediate need was to build partnerships, understand business requirements, and implement governance practices.- Documentation and alignment of all data elements to people, processes, & systems- Facilitated supply chain PO Mgmt Kaizen event and incorporated opportunities into key operations initiative- Took on lead role for Inventory Roll Forward & Consolidated Receipts Reporting BI project

Led the newly created Business Process Team for the Americas business supporting customer EODB, SAP data integrity, and transactional improvement projects. - Development of division product configurator strategy- Launch of product configurators for key product families utilizing Cincom software and SAP VC- Controlling & parameterizing product data supporting QTC processes, B2B eCommerce, & sales tools- Implementation of New Product Introduction and Make-To-Order data audit processes- 1 of 2 Legacy Cooper (approx. $7B in revenue) representatives on Eaton’s Product Data Council - Realignment & standardization of hierarchies for global products totaling more than $1B in revenue

The division Manufacturing Variance Program team is called upon to lead projects in all areas of the business, both operations and transactional. While aligned to specific business units, we were responsible for meeting cost productivity targets using Lean and Six Sigma methodologies.- Product line relocation project to Nogales, Mexico worth $900k in annual cost productivity savings- Acted as Materials Manager & advisor at the Pauluhn lighting facility supporting operations planning, continuous improvement, and capital investment projects (Mar – May 2012)- PM database tools, exception reports, and cost productivity confidence level reports used throughout multiple divisions- Customer claim rejection working capital improvement- Kaizen events realizing a 50% reduction in floor space, with additional productivity and safety improvements- Customer Service lead time accuracy project resulting in SAP and C3 standard work for division CSRs- Creation of an operational excellence facility audit tool to gauge adherence to Lean principles- Leadership of lean improvement events across all business functions & creation of KPI dashboards- Trainer and coach for MVP TNT & Expert classes (Six Sigma Green & Black Belt equivalent)

Determined the best location to re-establish future operations, designed the future facility layout, relocated the business to future location, and managed capital insurance budget. Timeline was extended to include the build-out of the new Technology Center.- Achieved sales & incoming orders targets during the month of the move- Reinstated site operations with a capital insurance budget surplus used towards facility improvements, productivity improvements, and the Technology Center fit out- Received Technology Center approval, negotiated even lease with incentives, and fit out under capital budget- Delivered the Technology Center estimated 4 year expenses at 4.4% under budget- Additional SAP training, Lean improvements, property management, & display design responsibilities

Prior to joining this strategic acquisition and 8 months into its first year, the Colombian GM resigned, the prior integration leader was reassigned, and the business was performing considerably unfavorable to the acquisition model relative to Revenue (-14.3%) and Operating Margin (-30.1%).- Delivered the year 1 acquisition revenue target- Recovered approximately 55% of inherited shortfall and delivered 97% of the year 1 target in operating margin- Improved delivery & customer satisfaction with logistics projects, SOPs, order tracking, and communication- Expanded sales force effectiveness with product training, an automated quote tool, improved lead time quoting, and divisional contact lists- Additional responsibilities included sales, operations, logistics, HR, finance, and CI oversight

ACE is UTC’s proprietary Lean operating system to ensure quality in their products and processes.- Identifying and implementing projects consistent with Lean and 5S philosophies- Led Kaizen event recognized as best implementing Lean philosophies at facility by the Lean Sensei

Included 2nd shift paint/weld, and then 1st shift truck line assembly.- Second shift indirect responsibility for the entire facility, Truck line assembly totaling over 30 employees- Supported various engineering projects and consulted on others

The facility created processor driven commercial truck and trailer air conditioners used for transportation and my focus was on computer related manufacturing processes- Design & implementation of automated test stations, realizing improved quality/data collection and $150k in annualized savings

Temporary Supervisor of 2nd Shift Powder Paint Line and Shot Blast

Press Shop Engineering and CNC Code