Leadership & P&L responsibilities for seven sites in the United States and one in China. Actively involved in acquisition targets; responsibilities include working with M&A team on:* Operating Due Diligence* Synergy assessments* Stand alone cost assessment * Target IntegrationMet EBITDA targets 2017 thru 2019 and 90% of budget in Covid year of 2020; 10% organic growth year over year

Managed 11 remote Regional Turbine Centers (RTC) across continental U.S., 3 international sites, and the Global Field Service network. Full P&L responsibilities with oversight of 125 employees (15 direct reports) and $110M in revenue. Reported to President/ Chief Commercial Officer.• Exceeded financial targets while increasing customer satisfaction. Grew sales by 8% YOY.• Reduced the domestics RTC footprint by four while increasing operating profit by 4%.• Added product offerings and improved service levels from 85% to 90% while maintaining cost• Converted a Service Center of 12 employees to a full operational Engine Overhaul-level site of 40 employees in 6 months.• Decentralized Field Service network to five regional hubs to improve customer service and increase market share.• Brought both Singapore and Brazil Service Centers into profitability.• Justified the purchase of a Field Service Management software to manage the complex challenges of controlling cost while improving service levels for Field Service.

Promoted to General Manager reporting to Senior VP of Operations. Full P&L responsibilities for a turbine engine repair/overhaul site with >400 employees (8 direct reports), 7 different product lines, and $220M in revenue. • Grew OP by 157% over seven years.• Drove changes in sourcing strategy and supplier relationship management that resulted in lower cost and improved TAT.• Operationalized and integrated two new product lines successfully into the site• Championed Behavior Based Safety Programs that resulted in safety culture transformation and reduction of RIR by 50%• Successfully negotiated three labor contracts, with no labor disruptions while meeting customer commitments and maintaining employee morale • Introduced shop labor standards for all standard task so as to measure efficiency and site productivity• Formalized a Continuous Improvement Plan, with different levels of cell qualifications and measurement of KPI’s at the cell level

Promoted to manage all operations activities at the site; lead 300 employees (8 direct reports). Reported to the General Manager.• Successfully implemented an Operations Management System (MRP) with minimum disruption to customers• Reduced overhead by 10%• Improved aggregate TAT times by 12%

Responsibilities included Materials, Engineering, Customer Service and Operations for the Program

Responsibilities included Materials, Engineering, Customer Service and Operations. • Brought 50% of the outsourced repairs in-house thus reducing cost by 25%; reduced TAT on components by 25%• Returned RR250 product line back to profitability

Selected for an 18-month assignment to be trained and dedicated to work on Continuous Improvement (CI) projects.• Created five production work cells for efficient process flow and cycle time reduction.• Reduced defects in the thermal spray department by 90%.• Structured engine assembly process and designed a schedule for parts repair, resulting in annualized savings of $700K..

Managed Accessories and Component Repair of turbine engine components.• Established successful 21- and 30-day TAT for the overhaul of PT6 and JT15D turbine overhauls.• Developed and implemented a quality cost-tracking system that allowed cells to track and isolate quality cost/escapes.• Played a key role in the selection and successful implementation of an inventory/financial/operations system.• Reduced average turn times to overhaul engine components by six days.• Decreased subcontracted repair expenses by 80% through development of an in-house repair function and justifying needed capital expenditure.• Managed the implementation of a computerized T/A/Labor collections system with scheduling/tracking capabilities of components. System was successfully implemented in five months

Managed a team of 6 process/tooling engineers and Production Control/Scheduling team of 20.

Major responsibilities included setting of time standards, establishing flat-rate charges for special repairs, coordinating the implementation of a Shop Operations Control System, performing repair vs. buy analysis and practicing other traditional industrial engineering functions like shop layout, process mapping, etc

Reported to the General Plant Manager performing traditional industrial engineering functions to improve efficiencies and reduce re-manufacturing cost

Reported through the Manufacturing Engineering department. Performed traditional industrial engineering functions including plant layout, time/motion studies, etc