Created processes to cover end to end product manufacturing from Manufacturing engineering, supply chain strategy and management, and Product Data Management perspectives.• Supply Chain Manager – Manage and develop a team of buyers and shipping/receiving personnel. On-site audits of suppliers. Submit RFQs to suppliers. Implement process improvement to increase efficiency.• Supply Chain Strategy – Developing the supply chain strategy for the new product based on unique requirements.• Arena Administrator – Company administrator for Arena, including the development and documentation of the ECO process and part numbering format for the company.• Manufacturing Engineer – Developed work instructions for the new product, outsourced builds to a CM, and was on-site to provide technical support for the CM during the builds. Create part numbers and BOMs in Arena.

Operations Engineering

Manage a cross-functional team of Operations and Design Engineers to support highly customized Bioreactor solutions for the pharma industry for use in vaccine development and production.Develop and implement strategies to support 30% revenue growth in 2020 and 58% growth year to date in 2021 as well as move the business from a start up model to a mature business model.

Manage a group of Manufacturing and Test Engineers to support NPI and sustaining for Dell's Networking Division.Moved entire portfolio out of China to SE Asia and Mexico to minimize the tariff increase impact.

Senior Manager, Global External Manufacturing (GEM) NPI (2014-2017)Managing and developing a globally dispersed team of Engineers and Program Managers to provide Global NPI support for all of EMC’s externally manufactured product. Supported NPI programs at 5 CMs in 4 countries. Approximately 49% of EMC revenue is fulfilled via the external CMs.Developed the organizational structure and process strategies to align the GEM Operations NPI methodologies for the three Business Units. The strategy used the best practices from each Business Unit and allowed for scalability and resource flexibility. Reviewed and got approval from the GEM VP and his staff.Organized and ran a Kaizen aimed at improving the factory readiness at GA for all of EMC (both GEM CMs and the EMC internal factories).Supported an average of 20 NPI programs per year. Supported the on-boarding of the DSSD acquisition.Senior Manager, New Product Introduction Engineering (NPIE) (2012-2014)Managed and developed a team of NPI Engineers to provide Global NPI support.Earned Lean Six Sigma Green Belt certification by developing a new process for the hand-off of new tooling from the NPI team to the Sustaining Engineering team.Developed and documented a new process to hand off an NPI program from the NPIE team to the Sustaining Engineering team.Drove a process improvement to eliminate the shipment of CDs and documentation with each shipment which saved money and streamlined the NPI process to eliminate a typical long pole in the process

Manage a globally dispersed team in support of the TelePresence Technology Group. As Global Segment Lead for MPEs across TelePresence, Emerging and Smart Grid technology groups, drive key initiatives within the product engineering function supporting these BUs. Direct all technical and business aspects of the sustaining portfolio and drive product quality issues. Define and manage strategy to support planned year over year growth. Orchestrated integration of the Electrical and Mechanical Product/Manufacturing Engineers and Product Lifecycle Program Management functions for the Tandberg acquisition with sites in Oslo and London. As MPE Manager from 2007-2010, developed a staff of engineers to provide MPE support for Cisco’s 7 Business Units. Designedorganization of group required to support multiple business models (i.e. OEM, ODM, JDM, CM). Defined level of support necessaryacross business units. Initiated PNR process improvement activity, involving cross-functional groups as necessary for input and approval.Led MPE support for the Richards-Zeta Building Intelligence (Smart Grid) acquisition which included supporting a new business unit located in India. Collaborated with Compliance team to address a number of RoHS issues unique to the TelePresence product line. Performed failure analysis to identify the root cause of a connector failure issue caused by interference between a PCBA and chassis. Modified the design and installation of the PCBAs, successfully resolving the problem.

Managed engineering team, machine shop and facilities and maintenance departments. Directed all aspects of the production floor processes, equipment and documentation. Served as approver for all ECOs as Change Control Board member. Responsible for $1M+capital expense budget for factory improvements. Supported ISO 9001 maintenance, ISO 18001 and ISO 13485 certification.Led site Continuous Improvement initiative tracking and reporting on all cost reduction activities against the corporate goal. Identified Six Sigma projects and organized training for operations personnel. Implemented International Trade in Arms Regulation (ITAR) controls on the production floor.

Project manager and team lead for enclosure and board design of next generation enterprise mid-range servers build on a platform jointly designed with Japanese alliance partner. Led 25 person cross-functional, distributed team of Operations, Engineering,Marketing, Service, Quality Engineering, and Tech Pubs, spanning 3 time zones. Organized NPI hardware product testing across Design Engineering, ETE, EMI, Operations, Service and Human Factors. Led mechanical design and provided ETE and EMI mechanical support.

As Concurrent Engineer (2002-2004), served in dual role on two separate product lines. As Mechanical and Manufacturing Engineering Lead for World Wide Operations on the next generation enterprise server family (5 platforms), led manufacturing and supply engineers in the US and UK. Defined and negotiated manufacturing requirements with Product Design. Generated DVT plans and executed against them. Concurrently functioned as Electrical Product Engineering Lead for a server peripheral product. Defined functional test strategies and functional quality model.

Managed multiple teams of 10-20 test and manufacturing engineers responsible for mechanical integration of systems and functionaltest from board level to configured systems. Provided sustaining and NPI support for a midrange enterprise server business unit of&​gt;$500 million in revenue. Drove next generation automated test system implementation. Established Service Level Agreements withthe Central Manufacturing Engineering and Central Test Engineering groups. Analyzed process and product quality issues impactingfactory yields and implemented necessary improvements. Trained floor personnel, peers, and cross-functional team members.Provided Sustaining support, including failure analysis, for 8 Storage arrays and peripherals and 2 Server families. Re-engineered manufacturing process to decrease the manufacturing cycle time by nearly 60% by implementing a FIFO Kanban system. Specified layout requirements for new 200,000 sq. ft manufacturing facility (Sun Newark) to support workstation, storage and server assembly and test. Participated in three ISO 9000 audits, successfully closing all minor and major findings.

Designed, built, and tested pyrotechnic/explosive components and systems for the aerospace industry.