The VP Strategy is responsible for shaping and running the processes that generate Boldt's short-term and long-term strategy. These processes includes Boldt's Business System, BoldThinking, mergers acquisition, the use of "Playing to Win" methodology within business development, and support in the development of strategic partnerships. These specialized approaches create opportunitiies to excel construction operations, market sector growth and internal business processes across all of the Boldt Group companies. This role is key to leading Boldt's focus on operational excellence, problem solving and change management to ensure a capability-based collaborative approach and efficiency project delivery.

Responsible for developing strategic direction and business for lean healthcare design. Serving clients in the healthcare, commercial and public sectors.

Senior Director Continuous Operations Excellence (COE) that provided key transformational guidance and posed innovative ways of doing things to embed lean system thinking into hospital culture. Mentored and guided the hospital executive suite in continuous performance improvement activities. Worked closely to guide physicians, administrators, and hospital leadership, board of directors in improving patient care and reducing costs.

Provided guidance to business unit executives in identifying, planning and implementing lean transformation and projects within the Aerospace businesses. Provided direction for deploying the Honeywell Operating System (HOS) at a $900 million site, 1000+ employee site, by following the lean standard implementation project plan across the facility.

Recruited, challenged and achieved in providing lean transformation direction and daily management for two manufacturing facilities that generated over $40 million in annual sales. Responsibilities include full P&L responsibility of the operations. Designed standards based upon the Toyota Production System which focused upon the elimination of waste.

Racemark, (Business Unit Manager) (2003-2004)-Responsible to turn around operation while improving productivity and safety.Berchtold Corporation, (Manager of Manufacturing) (2001-2003)-Responsible for implementing lean principles throughout factory and work with hospital OR Departments implementing lean fundamentals.Indiana Automotive Fasteners, (Production Control Manager) (1997-2001) -Responsible to deploy the Toyota Production System throughout IAF's factory floor. IAF Tier One Supplier to Toyota.Copeland Corporation (Materials Analyst) (1994-1997)