Works Special Projects and advise operations leadership on process control and process implantation. Welder/fabricator building and assembling both made to order and production mechanical components and machines used for the chopping and processing of metal material. Primarily utilizing GMAW processes.

Responsible for leading all aspects of a mechanical aerospace plant supporting heat transfer and electric power generation. Direct leadership of quality, materials, finance, safety, and operations staff in 140K square foot facility with an annual revenue of $55 Million. Utilizes to one labor source to support both aftermarket repair and made to order OEM aircraft components.• Increase revenue by 15% while gaining margin through labor productivity, inventory cost controls, vendor alignment• Aligned operations to core competency increasing capabilities resulting in new third party business and increased YOY demand • Experienced catastrophic industrial accent was able to minimize customer impact using network wide capabilities, leveraging creative solutions, and leading the site through a time of crisis• Reduced OEM past due from $5.7 Mil to $1.9 Mil in two quarters while not sacrificing MRO operations

Responsible for driving site planning and materials management execution activities, including production scheduling, materials movement, vendor management, and logistics within a lean manufacturing environment, ensuring the supply chain is aligned to support site execution Required to develop and execute the Annual Operating Plan for site metrics including SIOP, Inventory, and WIP supporting annual revenue of $135 Million.• Reduced inventory from $3.8 Million to $2.4 Million while maintaining or improving critical KPIs• Led materials, logistics, outsource, and administrative teams through Honeywell Operating System Silver Level Maturity• Analyzed, identified, and corrected organizational misalignment within materials, outsource, and administration teams, reducing indirect census by 30% while increasing throughput • Integrated quality team into outbound logistics flow increasing throughput by 15% decreasing PPM by 25%• Successfully provided uninterrupted shop support while transferring inventory, WIP, and logistics support during ERP System (SAP) upgrade

Directly supervise 50 direct reports making up 8 product lines and managing two customer accounts with direct customer interaction across multiple shifts incorporating lean manufacturing practices for the aftermarket repair and overhaul of advanced avionics in a Part 145 facility. • Built, established, and managed a repair line from ground up to support UPS, FEDEX, and Delta flight controls account; built production system to align Honeywell and customer metrics increasing on time performance by 60%• Developed, piloted, and deployed a pro-active forward looking delivery management system driving a forward looking, problem solving culture at every level which directly led to a 25% on time increase• Green Belt Project successfully aligned vendor support to product line reducing rework and TAT by an average of two days• Immediately transformed two sub-par and inconsistently performing repair teams to >90% OTTR in less than 90 days using teambuilding skills and lean manufacturing tools while maintaining FPY

Working under the TEMCO, LLC joint venture between Cenex Harvest States and Cargill Inc at export grain terminals at multiple locations; most recently working at the Tacoma WA terminal located on the Puget Sound. Prior to September 2013, worked on the Columbia River at a terminal undergoing a $250 million modernization. Directly supervised all production employee activities including the scheduling, training, and coaching of a unionized workforce. Responsible for managing the loading and unloading of grain to and from rail, truck, barge, and merchant vessels, and managing inventory properly in order to meet customer contract requirements, USDA and FGIS loading requirements while maintaining compliance to the HACCP system. Required to manage projects and contractors for various aspects of the terminal modernization and implement an effective safety program tailored to the terminal while maintaining required production rates.• Selected by management as the first employee to bridge joint venture and move to sister terminal located in Tacoma WA• Selected ahead of peers to cross train as Stevedore Supervisor in addition to roles managing production• Trained and implemented safety, health, and environmental programs resulting in no lost time incidents• Managed inventory to increase load rates resulting in quicker vessel loading times• Managed the completion of the vessel and barge dock as part of ongoing terminal modernization • Learning, combining, and implementing two companies operating structures and cultures through joint venture for terminal modernization

Directly supervise over thirty direct reports making up three separate manufacturing cells across multiple shifts incorporating lean manufacturing practices for the aftermarket repair and overhaul of advanced avionics in an FAA certified facility. Required to work independently drive success and motivate others toward personal, team, and site goals. Often times required to modify and adapt new production methods to meet specific customer metrics and requirements. Responsible for recruiting new technicians. Fosters a continuous improvement culture and eliminate waste.• Reduced Turn Around Time and increased On Time To Requirement percentage across multiple product lines• Successfully facilitated cross training with international sites increasing capabilities • Comfortable and proficient in Lean Manufacturing environment, Green Belt Trained • Experienced and proficient in SAP

Responsible for the planning, coordinating, and synchronization of pre-deployment/ redeployment requirements for 19 subordinate elements, supervised all brigade tasking orders, and plans production.• Planned and coordinated the deployment and redeployment of five subordinate companies consisting of over 1,000 Soldiers• Improved the efficiency and effectiveness of the orders process resulting in three subordinate battalions more time to plan and execute tasks increasing mission accomplishment

Commander of a 21 Soldier Movement Control Team, responsible for all facets of day to day operations of all assigned Soldiers, $4,000,000 worth of equipment, and over 50 civilian contractors.• Selected to simultaneously command an additional unit consisting of 20 military personnel and 50 civilian employees located at multiple locations throughout Iraq in order to identify and correct operational and organization inefficiencies; responsible for 140 personnel• Most junior commander in brigade; selected over senior officers for a position one level above normal rank• Ranked number 2 out of 20 commanders in battalion during 15 month deployment• Awarded the first battalion leadership award “Iron Mike” for excellence in leadership while deployed• Deployed unit in support of Homeland Defense; engineered a comprehensive highway regulation plan to link federal and state employees during a natural disaster ensuring the fluid flow of personnel and supplies• Established planning tools vastly streamlining operations for the reception staging and onward movement of the largest ground operation in Iraq averaging 1,000 trucks per day reducing turnaround time by over 24 hours• Designed and implemented a pre-deployment exercise designed to test the mission readiness of the unit prior to deploying to Iraq incorporating a cargo transfer company and two additional truck companies

Supervised the transportation operations of five distribution terminals, all material handling equipment requirements, served as the Contracting Officer over airfield operations and material handling equipment contracts.• Selected over senior officers for a position one level above normal rank to identify, correct, and improve distribution and transportation operations• Instrumental in the establishment of one of the largest and busiest receiving and shipping points in Iraq later being evaluated as the best of nine like terminals • Analyzed, identified, and corrected weaknesses in the distribution of supplies from five warehouses reducing the customer’s requisition wait time to 12 days an all time low while operating in Iraq• Instrumental in the paradigm shift from ground movement to air movement increasing aircraft efficiency simultaneously reducing the number of convoys and Soldiers traveling by road throughout Iraq• Planned and coordinated material handling missions and requirements resulting in quicker upload and download times and force protection improvements at multiple forward operating bases

Led a 60 Soldier Cargo Transfer Platoon capable of deploying individually to load, discharge, and transship cargo at rail, air, truck, and marine terminals, to include logistics over the shore.• Company awarded “2005 Unit of the Year” by the National Defense Transportation Association• Supervised the military ship, rail, and truck cargo operations supporting three deploying and redeploying brigades• Coordinated and executed the deployment of a 253 Soldier company and equipment to Iraq with no lost or late cargo• Created and implemented an aerial delivery team that supported over 30 missions to deliver repair parts and food to remote combat outposts in Iraq