• Spearhead and lead a newly formed six-person team within the Operational Excellence department to elevate fleet-wide process capabilities and overall group bench strength. • Developed the existing talent assigned to the team and recruited A-players that drove operational needs and cultural development. • Facilitated a team of Value Stream Managers to take ownership of 39 projects across the company and 270 Standard Operating Procedures; the team quickly became recognized and reliable subject matter experts for every process within the organization.• Oversee the BPL’s Project Management Office (PMO), taking responsibility for managing and coordinating multiple strategic project initiatives, including project management, fiscal planning and control, risk assessment and status reporting. • The PMO successfully commissioned, prioritized and closed 146 projects, which resulted in a combined cost savings and revenue generation of $13 million and a reduction of open audit corrective actions from 76 to 0.• Was selected to lead the creation and day-to-day management of BPL’s Safety Committee, charged with facilitating and monitoring governance of fleetwide safety events and training. • Oversaw and executed pilot testing of multiple advanced plasmapheresis machines, studying the impact on quality, safety, donor floor efficiency and cost per liter across the BPL fleet. • Was tasked with leading the ramp up and implementation of various Specialty Plasma collection initiatives, which represents a disproportionate portion of BPL’s annual revenue due to the high dollar value of Specialty Plasma. • Managed and supervised the project manager assigned to the initiative to develop and open new centers within the BPL fleet with the goal of expanding BPL’s fleet by 30% over the course of five quarters.

• Piloted the implementation of electronic temperature monitoring equipment within the network of BPL Donation centers. • Managed the successful installation of monitoring equipment in all 52 BPL donor centers, the creation/revision of 35 standard operating procedures and over 80 validation documents, and the training of center management for the introduction of the system.• Handled the addition of a new testing laboratory as an approved vendor for Viral Marker and Ancillary testing. • Facilitated and coordinated the trial period of testing within a pilot donor center, which saw a 1.86-day reduction in average test turnaround time and 3.17% decrease in the number of sample resubmits.• Was chosen to implement project management tools for all regulatory body audit response and remediation efforts. • Critical audit findings resulted in the company committing to providing 70 specific deliverables as the foundation of our Quality System remediation project, and successfully created the system by which those deliverables were tracked. • Took charge of daily Quality remediation update meetings attended by designated members of the executive team to report on the progress of each deliverable. • Championed Quality remediation efforts through 2 corporate audits, 4 center audits, the desktop audit of 5 additional centers and the collection and documentation of evidence for 6 Quality System remediation workstreams.• Spearheaded the First Shipment to Customer review process for each donor center’s formal approval to conduct shipments to third parties after stopping shipping in July 2017. • Nearly 500 training and shipping related documents were collected and reviewed both pre-shipment and post-shipment; the reviews served to document the approval from BPL Plasma Quality to resume shipping directly to customers for 34 donor centers.

Global leader in manufacture of metal storage tanks, aluminum domes and specialty covers with 500+ employees • Facilitated and organized upwards of 25 projects simultaneously, overseeing and coordinating the design, manufacturing, delivery, installation and warranty work of large-scale construction projects, many of which were overseas, with average contract values of over $250,000 and total contract values of over $65 million.• Was top performing CST Project Manager by measure of gross margin protection, customer satisfaction surveys, on time delivery, and value of change orders. • Was consistently hand selected to run the most complex and high visibility projects with CST’s most valued customers. • Was chosen to lead projects with newly acquired Oil & Gas customers and the National Water Company of Saudi Arabia, as well as asked to launch CST’s newest product line.• Served as a member of the Management Quality Review Board; Administrator of CST’s Visual Management Board, which was used for the daily tracking of project deliverables of all departments as well as recognized revenue; and Project Management lead for CST’s Sales, Inventory, Operations and Planning group.• Given an additional responsibility as Commodity Manager, developing and leading commodity strategies and the resulting projects to implement procurement tactics at the division level. • Managed supplier relationships with focus on global commodities, and negotiated and managed annual purchases and service agreements totaling over $20 million. • Efficiently and successfully led numerous procurement projects involving team members in five manufacturing facilities, including consolidation of over 150 MRO suppliers down to 12, seven aluminum suppliers down to three and the introduction of CST’s first international vendor • Procurement projects resulted in annual savings of greater than $12 million.

• Planned and executed over 13,000 events annually as well as daily operation of the Brigade of Midshipmen; coordinated workday movements of six assigned commissioned officers as well as a team of students and civilian employees in the execution of the Naval Academy intramural program.• Coordinated USNA Commissioning Week activities, ensuring over 1,000 graduating students and their families were able to enjoy 20+ events during the week.

• Successfully led the ship's most diversified department which encompassed 15 senior and junior enlisted personnel, enabling safe navigation of a guided missile destroyer, along with over $25M in equipment; rated number one of seven division officers on annual performance report.• Led team of 25 that successfully navigated 31 foot draft ship into and out of over 20 foreign ports, through a lengthy Suez Canal transit and two extended deployments; consistently and accurately advised the Commanding Officer of course and location, resulting in 100% mission accomplishment without a single safety incident.

• Rated number one of six division officers on consecutive annual performance reports; involved in all facets of command leadership that was the cornerstone of back to back Battle Efficiency awards, given annually to the best ships throughout the U.S. Navy.• Directed operation and maintenance of propulsion and auxiliary machinery; led engineering divisions consisting of 20 senior and junior enlisted personnel to effectively restore three mine countermeasures ships back to full combat status. • Recognized as the Commander Naval Surface Forces Ship Handler of the Year, out of over 200 candidates, for poised and infallible ship handling and watch team management during the most stressful situations.