Dreamed, designed and formed the Tactical Innovation Implementation Lab (TIIL) as a scrapy start up for NAVSEA to rapidly transition technologies to improve Navy maintenance. Now in our second year, we are building a $30M + RDT&E portfolio, leading engagement efforts with academia and industry to directly field solutions into work evolutions.

Fosters innovation, collaboration, integration and alignment for industrial processes across all four public shipyards and 30,000 plus employees. Acts as a strategic disrupter creating tension for process improvement, technology insertion projects as well as identifying pivot points and prioritizing targets for solutions. Coordinates across NAVSEA, DoD, education and research centers, private industry and shipyards to create partnerships and exchange of best practices. Created the network that resulted in the first cold sprayed repair of an operational submarine valve. Currently integrating warfare center expertise, products and services across the depot maintenance community.

Identifies, prioritizes and accomplishes strategic improvement projects for the command with minimal oversight and direction. Created and led a team to identify productivity measures for the command. The Naval ship repair community relied extensively on input metrics for centuries vice output or performance measures. Defined, built and executed a strategy to implement a new financial computer system for the command within 6 months of initial hiring. Although three years of previous implementation efforts had stalled, the system was put into operation before the end of the fiscal year including interdepartmental testing and training.2010 and 2011 Employee of the Year Nominee 2010 Commander’s Award – Strategic Initiatives Employee of the Quarter – Nov 2010 Command Think Tank – “The Work, the People and the World”

Designed and instituted organizational changes to increase sales by 300% in two years without an adverse impact on net profit. Updated business plans, budgets, codified standard methods and process including systems to track expenditures, profitability, and training. Negotiated and reviewed contracts. Developed strategic plan and evaluated future business models for domestic and foreign expansion.

Sub-Division Head, Reactor Engineering Department Provided project guidance to 55 engineers, operators, technicians and others engaged in reactor test performance, experiments and reactor maintenance. Led a successful initiative to develop and improve performance metrics and customer service attitudes of the engineering team that reduced delinquent actions by over 60%. Developed a five year strategic plan and implemented across the department. Senior Engineer Developed strategy, budgets, and timeline to identify and form a corporate team for the standardization of specialty equipment. The team completed standardization of drawings, and initial build of standard panel template among public and private shipyards in the first two meetings. Applied strategies that doubled the performance and output of the existing specialty equipment design team. Established curriculum and conducted training on mentoring and coaching for senior leadership.

Oversight of nearly $500 million operating budget and a 3,000 individual workforce to ensure all work is accomplished safely, promptly, efficiently, and while minimizing radiation exposure. Led initial efforts to consolidate stand alone maintenance providers, including laying the ground work for IMF Bangor’s integration into Puget Sound Naval Shipyard. Also, led the first corporate conference targeting improvement for a critical, high risk nuclear evolution and identified best practices resulting in over a 40% schedule reduction. Developed execution scenarios and framed initial concept to conduct nuclear work in Japan.

Project Manager - USS PAUL F. FOSTER ’00 DSRA, a short-fused, high profile effort that was the Shipyard’s most difficult task that year. Provided the overall technical, administrative and managerial aspects of project support and completed the project on time while managing thirty employees. Originally assigned to private yards then transferred to a public yard two weeks prior to arrival, the project generated a unique benchmark for comparing costs between public and private work. Post project work included analysis, presentation preparation and briefings to Shipyard Commanders, Region and NAVSEA on cost comparisons and drivers between public and private yard performance. Emergent Work Planning Manager – The unique pace and variable aspects of this emergency room type work resulted in extensive knowledge of managing specialty remote nuclear and non-nuclear teams, logistics of sending employees and resources to foreign soils, negotiating agreements with off station sites and customers while adapting plans to overcome dynamic situations. Submarine Program Manager – Created initial program structure and identified rapid improvement areas. Led several task teams and reduced execution schedule and risk of complex overhaul work including: resin discharge, work certification and equipment procurement.