Leader of Organizational Change Initiatives, Implementation of Program & Project Management Processes & Tools and Business Process Improvement, Interim Leadership for Business Operations & Engineering, Operations Relocation and Consolidation. Recent engagements:• Led an organization through a CEO transition • Provided expertise to develop win plan and proposal for a BOSS contract.• Served as interim Director of Engineering for a medical product company that had recently been acquired by a private equity firm.

Provide onsite leadership for medical and dental mission teams in Micronesia (RMI, FSM and Palau).Canvasback Missions, Inc. provides specialty medical services, dental services, diabetes treatment and healthcare education to the people of Micronesia.

Provided business leadership with sole owner of a medical device company. Led Software Engineering, Technical Services, IT, HR and Business Systems. Quickly identified and addressed design issues with newest product line. Implemented project management best practices. Restructured service organization and increased customer focus. Developed and implemented plans for relocation of operations to reduce costs with minimal impact to ongoing business. Implemented improved HR processes and filled key organizational gaps with talent that fit the company culture.

Kwajalein Range Services (KRS) is the prime contractor that operates the US Army base and the Reagan Test Site on US Army Kwajalein Atoll (USAKA).Developed and implemented the plan for controversial transition program, working as the liaison between KRS, Massachusetts Institute of Technology (scientific advisor to the Army) and US Army Kwajalein Atoll (USAKA). Implemented a phased strategy that minimized impact to the KRS organization and operational costs of the project while supporting long and short term USAKA goals. Seamlessly integrated numerous interfaces and dependencies, many outside KRS control. Developed program status updates including financial and schedule reports.

Led Logistics operations as an integrated part of KRS organization. With 1100 employees (65% Marshallese), drove improved performance metrics, increased number of local hires in more responsible positions, and under ran budget targets on a $43M contract. The Logistics elements encompass Public Works, Supply & Transportation, Marine Operations, Automotive Operations, and Airfield Operations. Responsible for all on site management and administration, including human resource management, developing and implementing long and short range plans, procedures and policies, and developing and executing to budgets. Liaison between corporate management in Alaska, on-island military leadership and KRS management.

Led newly acquired diagnostic imaging company through integration while improving operational effectiveness, accelerating product development and retaining top talent. Named by Fast Company Magazine as one of the Fast 50 companies, March 2003.• Led business through major changes in financial practices. Absorbed extensive costs from previous business practices while improving operating margin.• Reduced base costs 10%, inventory 54%, receivables 75%, and organization 26%.• Rebuilt leadership team, moved to cross-functional behavior while implementing new business processes and operating mechanisms using data based business metrics.• Negotiated termination of global distribution contracts to permit direct sales internationally.• Launched new product 5 months ahead of plan with 15% lower cost.• Implemented GE best practices, including EHS, Six Sigma, product development disciplines, and order fulfillment processes.

Led global, cross-functional cultural change to implement Six Sigma processes and methodology. Led business globalization initiative to use resources in India and Mexico.• Transformed struggling Six Sigma organization into a highly effective energized team, leading key strategic initiatives and business process improvement.• Increased financial benefit from implementation of Six Sigma 145% to $11.6M.• Launched Six Sigma in European business.

Responsible for all technical elements of railcar management, including procurement, maintenance and compliance.• Led digitization of key internal documents to provide electronic transmittal to customers of contractual and technical information. • Redefined business processes related to tank car procurement and fleet management to minimize potential risks and support major asset acquisition.• Led organizational change to transition a group of experienced individuals firmly entrenched in old paradigms from a reactive organization to proactive technical leaders.• Led increased industry involvement in regulatory forums. Secured a seat on national tank car decision-making committee.

Exceeded program schedule and met budget commitments for product feature development, quality improvements, and product cost reduction for nuclear scanner program with global customer and supplier base. Led cross functional team which developed and implemented hardware and software features that improved product performance, resolved quality issues, and provided manufacturing and sourcing support interfacing with an international supplier base. Transitioned assembly of a complete subsystem to an overseas supplier with no impact to customer commitmentsAdditional positions in Positron Emission Tomography and Nuclear Medicine which included relocation of product development and manufacturing of a nuclear scanner from England to the US. Defined product assembly and test process, facility requirements, manpower requirements, and training plan for start up. Completed transition and new production startup on schedule and within budget.Manufacturing introduction of a new scanner from engineering prototype to full production. Defined product flow, assembly process, and facilities requirements. Achieved startup and delivery of production systems on schedule.