Transform a longstanding culture of micromanagement to an ownership culture where employees are encouraged to have a stake in the organization and its future.Transition a recently acquired forge facility into the same culture while working to substantially growing their Navy Nuclear Propulsion component business threefold. Establish clear safety objectives and initiate key safety projects at all four ENF operating facilities resulting in a strong safety culture with leading corporate metrics annually. Develop strategic capital project plans to continually replace obsolete equipment, modernize existing facilities, and improve process flows on key product lines at a rate of $5-$10 mil annually Utilize Theory of Constraints philosophies including but not limited to the 5 Focusing Steps of POOGI (process of ongoing improvement) and Drum-Buffer-Rope systems to monitor and break system constraints across all major product pipelines. A 70% increase in monthly output was realized from Q1 2019 to end of Q2 2020 on the company’s most profitable pipeline.Collaborate with fellow business units to establish single priority system for Navy Propulsion shafting programs across the corporation. Build a team of like-minded individuals who recognize sustaining world class manufacturing once it has been achieved is an all-out daily effort at every level of the organization.

Continue with current responsibilities as Shipping Manager @ EQS while adding responsibility for managing the operation of the newly formed steel stocking warehouse at the former A-SPACE facility and future finishing operations of the new Ellwood Remelt facility (currently and under construction beginning full operation Q1 2019!)

Responsible for all material heat treat and cold finishing operations including annealing, hot torch cutting, surface conditioning, and saw cutting in addition to shipping of material by truck and rail.Established clear safety objectives and initiated several safety projects resulting in no major incidents since starting on the job.Orchestrated a fifty three percent (53%) reduction in quoted delivery times to one of the company’s most profitable customers.Unified the workforce ultimately leading to better moral, better performance, etc.Boosted bottleneck work centers performances resulting in significantly lower outsourcing costs.Responsible for all department capital investment, supply spending, and maintenance & repair costs on an annual basis.

Guided from beginning to end the Level II Process Control System replacement project.Utilized cutting edge technology to lower manufacturing costs and drastically improve the internal scrap rate and chemical deviation rate to lowest percentage in company history

Responsible for day to day operations of the Information Technology Department Interfaced with Corporate IT department to develop hardware and software standards Designed and implemented ERP system at sister division and seamlessly integrated it with existing ERP system for all business functions