-Lead a team of 6 Engineers to ensure production has the proper capacity and operates efficiently to maximize sales per direct labor hour-Responsible for both manual and fully automated assembly process for the assembly and shipment of hydraulic cartridge valves-Mentor team on the DMAIC problem solving process to solve production and quality problems-Manage expenses and the capital budget to maintain profitability while advancing technological capabilities and improving productivity -Manage the Manufacturing Process Change (MPC) system which ensures work instructions, PFMEAs, routings, etc. are updated when Engineering Change Notifications (ECN) are submitted-Establish team strategy and priorities-Completed layout optimization project in Pack & Ship area which reduced walking distances by 15’ on average, improves product flow by adding a high and low volume flow lane, and prepares for future technological advancements such as AMR material handlers

-Lead the mid and full year strategic planning sessions for the CVT business unit (~$400M, 4 businesses, ~1,300 employees)-Conduct comprehensive analysis of market, product, and industry trends using data analysis tools such as Minitab and Excel to provide valuable insights drive strategic initiatives-Collaborate cross-functionally with the Senior Leadership Team (SLT) to develop and execute strategic tasks, fostering effective communication, alignment, and relationship-building across all levels of the organization-Successfully lead and manage large-scale projects aligned with the strategic direction of the company, overseeing all aspects of project planning, execution, resource allocation, and timely delivery to drive organizational growth and achieve strategic objectives o Manage a high-impact project to establish a "Center of Excellence" by consolidating and leveraging like-businesses. Project includes overseeing a 50,000 SF building addition, moving $80M of revenue, and maintaining a $9M budget o Employ a diverse suite of project management tools, including Microsoft Project, while diligently conducting team, stakeholder, and steering committee updates to ensure accountability-Work closely with the Helios M&A Team to analyze and evaluate potential merger and acquisition (M&A) targets specifically for the CVT Business Unit. Assess strategic alignment, financial viability, and growth opportunities to support informed decision-making and successful acquisitions o Successfully managed end-to-end due diligence and closing for two acquisitions (Daman Products and NEM Srl) with approximately $30M in revenue each. Led cross-functional teams and collaborated with external consultants to ensure timely execution-Member of a cross-functional committee within Helios, shaping the Hydraulics Segment Roadmap. Collaborate to integrate operations, leverage assets, and establish a regional operating structure for enhanced efficiency and synergies across business units

-Leverage Six Sigma methodology and advanced statistical analysis skills to successfully address complex business problems across operations and various functional areas. Drive process improvements, optimize performance, and make data-driven decisions to achieve measurable outcomes-Achieved a 15% reduction in manufacturing time through a comprehensive Design of Experiments (DOE) analysis that proved a sequence within the process could be eliminated, resulting in enhanced efficiency-Led value stream mapping activity that resulted in a successful implementation of a Sales and Operations Planning (S&OP) system and advanced forecasting techniques, resulting in significant improvements in supply chain efficiency and streamlined operations-Facilitated Kaizen process improvement events and mentored engineers in executing Green Belt projects such as improving first pass yield at end of line testing-Identified opportunity to statistically sample end of line testing for certain valves instead of always testing 100%. Resulted in >$300k/year labor savings

-Designed layout of equipment, analyzed, and planned work force utilization, and optimize workflow for efficiency and ergonomics during an expat assignment to establish first European valve manufacturing line-Created budget, managed P&L and submitted capital appropriation requests to support the manufacturing line-Performed sales growth and capacity analysis to construct a roadmap to grow from $1.2M manufactured locally in Europe to $125M by 2025-Evaluated and qualified local suppliers through site audits and PPAP approvals to add secondary sourcing which resulted in >$500k per year savings

-Worked alongside the CEO and CFO rolling out “Vision 2025”, an aggressive organic and acquisitive strategic plan that resulted in significant revenue growth from $340M in 2017 to ~$1B in 2023-Supported the establishment of the inaugural executive leadership group, facilitating effective communication and collaboration among its members. Collaborated closely with leaders to drive key strategic initiatives, ensuring alignment and successful achievement of organizational objectives-Utilized strong written and visual communication skills to represent the CEO through email, Board of Director presentations, and investor decks to achieve our mission and goals o Collaborated with investment bankers and played a pivotal role in securing a $250M funding through a successful secondary stock offering, which was subsequently utilized to execute a $530M acquisition o Actively participated as a key member of the due diligence team, ensuring thorough analysis and evaluation of the acquisition target, Faster Srl in Italy

-Managed a large inventory of over 6,000 gages, overseeing calibration schedules and coordinating with external vendors to ensure accurate and timely support for shop floor production-Conducted inspections of defective parts using high-resolution equipment in a high-end metrology lab, generating comprehensive failure analysis reports to effectively address manufacturing challenges-Led capability studies to ensure seamless integration of new product launches, collaborating cross-functionally with operations to enhance first pass yield and optimize production efficiency-Spearheaded process improvement initiatives, creating standardized work procedures, executing root cause corrective actions, and conducting capability studies to enhance overall performance within hydraulic valve manufacturing-Possess comprehensive knowledge of metal fabricating machines, including lathes, grinders, hones, machining centers, and others, enabling effective utilization and troubleshooting of their capabilities and potential issues that may impact manufacturing processes