Ownership for business operations and performance of engineering, quality, laboratory, and lean teams supporting the Integrated Service Operations group; while maintaining an ever increasing internal and external customer base as well as operations contribution, performance, and customer satisfaction. Leading multiple strategic projects across business units to move the organization forward. Consistently achieving financial targets and safety objectives in a fast-paced high transaction and customer focused environment.• Led Engineering, Design, Supply Chain, Construction, and Validation/Startup for concept automation ion exchange facility with optimized once piece flow to support large industrial deionized water needs.• Directed rollout of order entry system for service branches to automate ordering process from ion exchange facilities.• Created KPI(s) for the business to reflect daily as well as YTD management with win/lose dashboards.• Managing capital expenditure budgets in excess of $25M while developing related business cases for ROI and approval. • Supporting M&A projects to integrate new companies into Xylem• Over 50 capital & process implemented projects completed on an annual basis.

Led eLM steering committees across business segments driving cultural lean development and empowerment at a macro level, while driving transformations and events to eliminate waste from the organization. Accomplishments:• Implemented asset tracking in Mobile DI business.• Facilitated Hoshin Kanri for RTS and other business subdivisions for FY19’, FY20’, and FY21’ utilizing brainstorming techniques, ease/impact matrices, and X-matrix concepts to ensure success of the business. • Guided 14 teams in the eLM Framework certification of Bronze/Silver including an international team in Suzhou, China. Concepts included (but not limited to) are 5S, Standard Work, Value Stream Mapping, 8 Wastes & Elimination, Tiered Accountability, etc.• Developed training modules and acted as lead trainer in several “lean boot camp” training sessions consisting of 2 days or more.• FY19-FY20 $2.6M of hard savings was either identified or realized via direct kaizen events utilizing tools such as value stream maps, spaghetti diagrams, visual management, and general waste recognition.

Director for a touchscreen assembly and integration organization. Implemented 5S and lean for light manufacturing while increasing on time delivery. Initiated supplier development programs that improved both the supplier's and Dawar's performance. Built strategic partnerships with international vendors resulting in excellent service and cost-effective processes. Continually work together with customers, suppliers, logistics carriers, and operations to reduce cost, defects, and waste via six sigma and lean principles. Assess warranty and field failure data to drive corrective and preventive action. Responsible for ISO 9001 QMS. Accomplishments:• Reduced return percentage of sales from 2.14% to 0.39% annually• Guided Optical Bonding Cell Manufacturing Implementation via Kaizen to average 95% yield• Implemented re-layout of assembly and inventory to reduce waste in transportation, movement, and waiting; On time delivery increase from 90% to 96%• Restructured entire QMS based on six sigma and implementing poka-yoke with 3 legged 5 why process in manufacturing and service processes• Designed and executed an international supply chain strategy to double strategic vendors allowing for increased commercial opportunities and cost-effective solutions for projects• Guided a 42% reduction for freight expense while reducing transit time internationally• Directed the transition of ISO 9001:2008 to the current 2015 revision

Quality Engineer for a producer of automotive glass. Responsible for continuous improvement projects, internal auditing, TS certification, control plans, FMEA(s), facility PPM, customer complaints, and corrective action (8D, 3 Legged 5 Why, Honda 5P).Accomplishments:• Led re-calibration of PFMEA RPNs with cross functional teams and updated control plans for all manufactured products• Bench marked all lighting for inspection processes and implemented new standard lighting

Quality / CI Manager for a producer of lime and lime related products. Responsible for leading quality assurance programs, continuous improvement projects, internal auditing, and unification of company-wide ISO Quality Management Systems.Accomplishments:• Implemented corporate internal audit program for 13 ISO registered locations• Implemented online customer complaint software and process• Facilitated cross functional teams regarding product contamination risk analysis at 3 locations including Process Flows, PFMEA(s), Critical Control Plans

Director for a manufacturer of utility bedding and bed pillows for major retailers and big box stores.Responsible for quality and engineering including testing, inspection, value engineering, equipment design, facility layout, safety, and efficiency for 5 facilities. Hired as a Quality Director and promoted to Director of Engineering position in October 2010.Accomplishments:• Implemented Lean Six Sigma based Quality System for entire organization with annual yield of 99.83%• Designed Corporate Supplier Quality Assurance program for international supplier base and implemented first Annual Vendor Summit Meeting• Implemented Value Engineering Projects with a cost reduction of approximately $250,000 utilizing lean and six sigma.• Implemented product specifications as well as specification writing and approval process• Designed KPI(s) to objectively measure bed pillows such as profiles, durability, and fiber migration

Job eliminated due to office closure. Ryerson is a leading distributor and processor of metals in North America. Managed projects to promote Operational Excellence on the floor and financially while leading the Quality and Environmental Health & Safety programs for the Northeast. Job eliminated due to Northeast Region closure.Accomplishments:• Successfully led all operation consolidation functions for a 140 million dollar Service Center Consolidation from a 215,000 sq. ft facility and a 40,000 sq. ft facility into 74,000 sq ft.• Reengineered CNC burning program process resulting in $400,000 savings annualized• Created and delivered training programs allowing Service Centers to be self sufficient in Six Sigma Methodologies, Quality Auditing, Root Cause Analysis, and Statistical Quality Analysis

Buffalo (06-07) Managed a 230, 000 sq. ft. warehouse and steel processing facility with reports of union employees, non-union employees, and 3rd party logistics. Maintained a 4 million dollar budget for a 100 million dollar Service Center. Pittsburgh (07-08) Managed a 215, 000 sq. ft. warehouse and steel processing facility with reports of union employees, non-union employees and 3rd party logistics. Maintained a 3 million dollar budget for a 60 million dollar Service Center. Accomplishments:• Reduced overtime from 26% to 3% via Lean and Six Sigma Principles• Increased On-Time Delivery from 65% to 88% and from 93% to 97% via Lean and Six Sigma Principles• Achieved cost savings of $150,000 through headcount reduction with zero productivity loss

Utilized Six Sigma Problem Solving Techniques with external and internal customers. Employed Statistical Process Control and utilized the Kaizen philosophy for continuous improvement. Accomplishments• Successfully completed Six Sigma and Lean Manufacturing projects including reducing claim cycle time from 10 to 5 days and arranging work center to supply production for a 24 hour cycle time. • Implemented SAP and process mapped all business functions to match SAP processes for entire organization. • Developed and implemented a Corporate Quality Program including an Online-QMS.• Provided on-site nationwide assistance to over 45 Service Centers and their customer/supplier base for reoccurring problem resolution and resolved nonconforming supplier issues. • Designed program to conduct annual ISO audits

Oversaw crew of union employees. Scheduled Production and acted as a Liaison between Sales and Service Center Operations. Assisted in creating re-layouts and product flow as well as conducted Internal ISO audits.