•Led the documenting of SoP’s for every department, automated training programs for new hires and created system transparency.•Lead teams for accounting, field operations and admin support.•Shifted the Estimators to become Project Managers seeing the entire project through from bidding through completion resulting in fewer callbacks and improved employee engagement.•Created a consistent hiring funnel with two group interviews a week.•Cut down overhead by 10% from automating busy work and creating a team that enjoys being held accountable.

•Hired to create and implement a business plan, implemented the EOS system to create meeting structure, and help employees understand where they add value for the customer•Restructured organization bringing down labor by 20%•Shifted the labor we saved to bringing products online building our digital presence. •Mentored business owner on why he wanted the company to succeed. Owner chose to sell the business and retire based on the market at the time.

•Responsible for the GP for 1,000 projects per year at $15 million billing. Upwards of 100 employees across 5 divisions•Streamlined KPI’s and created digital dashboards shown in the office•Increased GP from 30% - 37% while driving safety incidents down•Created a Value Stream Map to track everything required from job bid to completion, easily able to see where a breakdown occurred.•Generated trainings for leadership and for new hires for company culture. •Implemented new technologies to keep up with market standards, tying in software to Salesforce to cut down on repeated work.

•Responsible for working with the superintendent's on various job sites in a tactful manner to schedule and complete our contracted projects. •Collaborated closely with the estimating team to ensure all jobs stayed within budget, and to find creative ways to maintain quality standards while maximizing profit. •Managed 400 projects per year and over $5 million dollars worth of work. Maintained or exceeded the GP goal every quarter

•Created and implemented seven diverse employee trainings which focused on LEAN, management, and leadership skills. Presented these training sessions to all employees, teams of up to 50 people. •Created visual LEAN standards for our field vehicles, and the installation of different waterproofing systems. •Created training videos and tools that are used to train all Mark Beamish Waterproofing employees, including our employees in the San Francisco Bay Area and San Diego locations. •Responsible for Continuous Improvement mainly driven by Gemba activities. •Responsible for coaching and mentoring lean principles. Changing company culture to help eliminate wastes found at the work site. Highly involved in 3S activities, education on the 8 Wastes, TPM implementation, among others.

•Responsible for creating, leading and presenting the on-boarding process at US Synthetic. •Helped new employees understand the vision and purpose of LEAN Manufacturing, and how to apply it in their role. Developed and led employee training courses on LEAN Manufacturing and the Toyota Production System. •Created KPI’s to ensure we were successfully helping our customers. •Collaborated with the Continuous Improvement team on strategies and training courses that would best facilitate our needs. Led tours of US Synthetic for various companies and organizations. US Synthetic was awarded the Shingo Prize in 2011, which is an annual award given to organizations worldwide by the Shingo Institute. This award is recognized worldwide as the most prestigious award for LEAN Manufacturing. Job skills trainers were responsible to inspire and educate new employees on the culture and mission of LEAN.

•Implemented department-wide KPI’s to ensure we were meeting, or exceeding, customer expectations.•Completed a PDCA (Plan-Do-Check-Adjust) project that helped my department decrease manufacturing waste by 1.5%, resulting in approximately $500K in savings for US Synthetic.