Implemented Ground Breaking National Black Supplier Development Program that became industry standard approach to identify high potential diverse suppliers and preparing them for future contracting opportunitiesManaged Tier I High Focus Supplier Program focused on underperforming suppliers and providing consultative approach to improving their Tier II diverse supplier spend.Directly managed the DSD performance of 5 procurement commodities providing support including supplier and buyer consulting, training, and development (Indirect, Logistics, Electrical, Body Exterior and Raw Materials, and Service).

Currently leading development of Connected Vehicle CRM strategy for UConnect product and coordinating data integration into Service Marketing CRM Platform. Developed and Launched Trigger Based marketing campaign based on wiADVISOR data and customer experience.Coordinated the redesign of National Dealer to Consumer Targeted Direct Mail marketing campaign with a distribution of 50 Million.Managed Jeep Brand Automotive Loyalty Program with over 200K customer participants.

Managed Global Product Planning strategy for Parts and Accessories including all regions APAC, EMEA, and LATAM.Identified and coordinated planning, development, and validation for Accessory Portfolio of future global activity vehicle. Implemented process to track and manage production change impact and managed a cross-functional team to achieve $16M in Cost Avoidance for MoparDeveloped Service Obsolescence CN review process that identified $800K is obsolescence in 2014

Developed and Trained 25% of new engineers on Service Change Management process, which included training at multinational release engineering locations, this effort resulted in improved communication to service and minimized changes resulting in interruptions in service supply. Created Top Problem Supplier Process which combined supplier performance data as measured by service organizations, created visibility of our new organization to the main stakeholders, and improved overall performance of suppliers measured in increased satisfaction of dealers.Conceived and managed Mopar Part Disposition activities that included confirming cost association from all stakeholders, verifying material disposition at dealers and depots, and cross-charging cost to Mopar Finance which accounted for $1.2M in revenue added to Mopar Supplier Quality organization. Performed as local supervisor in the absence of management for a team of 8 individuals, and assisted in the training and development of the Mopar South East Asia office.

Developed process to track and manage Non-Conformances, and QCM’s reducing MRA’s and generating $1.5M in yearly revenueConceived and managed Mopar Part Disposition Process which improves shelf quality through collaboration and accounted for $1M in revenue to Mopar

Developed State of Quality Database to provide central database location where CoC leaders and Product Team members can review to determine status of quality issues combining multiple indicators (i.e., WDSS, LIP, and PRAS) for Body Core Engineering Component Team, Dodge Viper Team, and Dodge Caliber SRT4 Team. Researched multiple warranty reporting systems, produced detailed high-level data and documentation, and presented planning to Body Exterior Component Team Director during monthly CPRT Meetings Implemented Six Sigma Process methodology in SRT Group, nearly completed 4 projects in one year with a team of more than 120 chassis and powertrain engineers, at 5% of the cost of the same work completed by World Class Vehicle Teams. Conceived and Produced 15 DFSS *Voice of the Customer* Clinics in conjunction with Corporate Quality based on Warranty Data used to quantify customer perception of current and competitive product represented in JDP IQS Data. Managed problem resolution process for Body, Exterior, Chassis, Interior, and Powertrain for 5 vehicles within the SRT Performance Group.

Assisted Dura Convertible Systems in updating and maintaining APQP at their Tier suppliers and at homeline approving all PSW’s.Audited Work Plans, Timing Plans, and Control Plans, PFMEA’s, and Process Instructions using Microsoft Project and APQP based methodology.Acted as liaison between Ford VO, AAI SQA, and Dura Convertible Systems Program Management during launch of S197-2005.5 Ford Mustang Convertible.Managed quality system of large multinational multilayered manufacturing environment of Tier supplier which included stampings, paint, assembly, and textiles.

Developed and created new corporate business with General Motors, Ford Motor Company, and Visteon Automotive Systems. Quoted and designed multiple process control and error proofing systems at customer manufacturing locations. Performed at 120% of plan for the year and completed the year as the 5th ranked sales executive in the country. Developed $375K in vision and measurement sales by prospecting and presentation to high-level management.

Acted as Design Lead for all vehicle related engineering and design issues on the BMW Z3 topstack dynamic links. Instituted corrective actions for in plant BIW and Interior fit issues for Toyota Solara Convertible startup in Kitchener, Ontario. Trained new plant employees on equipment usage and personally developed process flow within the manufacturing facility. Conducted PPAP*s for topstack components that needed supplier resourcing or relocation. Used 8-D process to determine root causes to problems and instituted changes in BMW Manufacturing Facility; Wrote and maintained PFMEA*s and DFMEA*s for BMW Z3 topstack.