Baker Hughes is an energy technology company that was formed from the union of Baker Hughes International (BHI) and General Electric Oil and Gas Division (GEOG). $20 billion annual revenue in Oilfield Services, Oilfield Equipment, Industrial and Energy TechnologiesDigital Technology, Corporate HQ Provided strategic guidance and oversaw execution of initiatives tied to Digital Transformation away from legacy GEOG and BHI strategiesEnterprise License Services Administration (ELSA)Managed and optimized utilization, procurement, and investments in Engineering Digital Tools, and prepare/drive adherence to $26.6M Annual Operating Plan- Drove out over $4.2M/yr in software spend through “remixing” products, combining single site or small regional license pools into more effective global pools and/or larger regional pools and moving users to preferred tools- Managed 45 VM license server farm with over 140 license services used by more than 14,000 engineers/monthApplication Rationalization (2018-2020)Managed a team and process that retired 561 out of 1,899 enterprise applications- $13.6M infrastructure, license, and support Cost Savings- Eliminated 520 aging servers and outdated server OS- Retired other business risks due to use of unsupported software and tools- Archived or migrated data to appropriate tools/systems of recordApplication Portfolio Management (2018-2020)Business focal point to define configuration requirements for Broadcom Clarity PPM’s APM module, a foundational tool used as part of Digital Transformation- Primary aggregating tool integrating Configuration Management Database (CMDB) records, license/software costs, support costs, infrastructure costs and Cyber Security Risk and Compliance (CSRC) categories.- System of record for Business Strategy (Invest, Migrate, Tolerate, Eliminate)

Digital Solutions was a $3.8B division of GE Oil & Gas, with headquarters in Billerica MACreated road map for strategic tools and processes to be used by the engineering teams, including PLM strategy, MBD deployment, predicative "should" costing, engineering design and calculation automation, part number consolidation, and process rigor- Deployed SAP Portfolio & Project Management to add process rigor to over 280 New Product/Technology Introduction programs, representing $225M in project spend with $851M projected new revenue- Reduced SOLIDWORKS spend by 25% for the Oil & Gas division- Model Based Definition Leader - Flow & Process Technology- Dassault Systemes OnePart Pilot - Part Reduce and Reuse through 3D CAD geometric and meta data comparison

Masoneilan was part of an acquisition by GE Oil & Gas and had headquarters in Avon, MA. Products were for the severe service and high-performance control valve market, with $500M annual revenue.Manage a team of 19 engineers developing new products and technologies - Developed and produced first production metal Additive Manufacturing part for GEOG division, 72% cost reduction and 75% lead time reduction- 5 New Product Introduction Programs & 3 New Technology Introduction Programs- Implemented aPriori Should Costing – validated accuracy within 10% of actual cost

Webstone Company with over $16M in annual revenue. New products are developed, prototyped, qualification tested, and shipped for US distribution and OEM applications. Director of Engineering – Product Design Engineering, Oversees Manufacturing, Product Procurement, Materials Management and Quality Assurance. Provide extensive guidance and direction to the Sales and Marketing Teams. Report to the President.Innovation & New Product Development- Two Utility Patents Issued – hydronic heating systemsOversees Manufacturing- Located new manufacturing facilities in Asia and fostered new partnerships- Reduced parts per million defective rate by over 85% Inventory Management- Increased inventory turns from 2.5 to over 4 through better management of safety stock levels, working closer with Sales on forecasts and factory deliveries

Universal Forest Products has over $2.5 billion in annual revenue. The products manufactured and sold in the Atlantic Region include roof and floor trusses used in site built structures. Account Manager – Responsible for managing customer accounts in Brunswick County, NC. Duties include securing new business, expanding existing business and meeting financial goals.- Over 50% market penetration, new market segments, 68% gross margin

Engineered Controls International had over $100 million in annual revenue, with $15 million from the Cryo-Flow Division. The Cryo-Flow Division manufactured regulators, valves, piping assemblies, and components used in the cryogenic, compressed gas and fluid power industries. Engineering Manager – Managed Design, Manufacturing, Industrial/Cost Engineering, and Quality Assurance Departments. Acquired a principal competitor and operations transferred to the Burlington location where product designs were modified to suit core competencies. Reported to the President.