Took time off to focus on family. I'm ready to get back to work!

Recognizing inconsistent realization processes through the global organization, I organized and collaborated with global leadership to create and communicate standard product development processes. This increased development efficiency 50% (so far), built trust between teams, and enabled the sharing of resources throughout the global controls organization.When Sales initiated a $500M program with a custom system specification to a $336B MNC, I drove communication and education with Swisslog and Customer leadership to explain Swisslog standards and industry best practice. The Customer ultimately asked for my team’s help in rewriting their corporate warehouse automation and logistics hardware specifications.With low employee morale and high turnover, I engaged my Americas region Controls Engineering Group through servant-leader practices. Working with my team leaders and employees from 4 North American sites, we developed and adopted formal and informal training practices as part of standard work, referred to as building the bench. Using a persistent teams, or squad approach, team SMEs engage with less senior team members to build relationships, share knowledge, and strengthen technical capabilities. Retention in the department rose from 75% to 96% in 1 year.Starting with 1 drastically over-worked electrical engineer, I established and staffed an Electrical Engineering Group for the Americas region. The 5 member team now standardizes electrical hardware across product lines, provides expertise on project electrical and regulatory matters, and redesigned EU standard electrical hardware to meet U.S. requirements, cutting design, installation, and support costs by as much as 50%. Automating workflow cut development time of one standard product design cycle from 1200 hours to 48; this work is ongoing. The 1 engineer is still with my team.

Created a working model of an issue tracking system for NPD work and persuaded engineering department members to adopt it. The visible work tracking that resulted facilitated rapid prioritization of work, and completion of the project on schedule.Directed the adoption of Arduino and LabView hardware and software tools for testing and validation of new system components. Resulted in 40% decrease in component validation timelines. Focused efforts with Engineering Technicians to identify their interests and competencies. Resulted in voluntary reassignment of 33% of Technicians with 100% satisfaction and increased productivity in all departments impacted.Initiated and guided the creation of an RMA material review board involving engineers, quality, and production staff. Led to the identification and correction of the 5 most expensive field return issues in 6 weeks.Implemented a work tracking system with Engineering Technicians, then convinced department engineers to support the effort. Established clear priority of all R&D tasks, allowing completion of work on schedule.Initiated and drove a direct Customer interface program for engineers with OEM Sales Managers, requiring each engineer to visit at least 2 Customers annually. Enabled engineers to clearly understand product issues faced by Customers, speeding the corrective action process by over 200%Standardized software development and testing processes with associated business unitsMentor and evaluate reports; identify training opportunities through regular one-on-one discussion and biannual reviews, assessing soft skills and SMART goal attainment using the Situational Leadership modelImplement waterfall and agile project development models from product inception to obsolescenceChampion, manage and advocate for product IoT connectivity throughout the corporation.Communicate, collaborate and coordinate with Functional Teams for the successful rollout of new products in a matrix organization

Secured executive staff approval for the purchase of a $177k test system that cut 2 months from NPI development cycle. Decrease in TTM resulted in $4M additional sales in the first year.Perform SWOT analysis of team, development process, and test equipment capabilitiesLead and participated in Kaizen activities for engineering, manufacturing engineering, and supporting functional teamsDeveloped and communicated company strategy for ensuring the highest quality printed circuit boards. Attained strategy compliance through the implementation of company-wide PCB design standardsGrew my team by 50%, and developed our product test strategy to build a core competency within the organization that could adapt to business fluctuations without sacrificing product qualityFostered creativity and communication of individual ideas with the goal of generating results that were greater than the individual inputs

Identified best practices, and communicated ideas, strengths, opportunities, and risks to all levels of management involving product design and manufacture techniques. Defined, scheduled, and executed manufacturing engineering tasks through to completion for the $20M annual PCB spendBuilt and deployed nearly 100 MDA and Functional PCB test fixtures. Trained and supported remote test engineers at CM siteLean Six Sigma Green Belt

Directed activities of electrical and software engineering team to deliver custom and standard light measurement productsDrove for business results by closely monitoring KBIs and KPIsProject management of custom and standard product development activities using waterfall project tracking methods in MS Project

Develop PC and embedded software for LED, UV, and radiant light measurement systemsArchitect and build embedded code in C for the Fiber-optic Illumination Measurement System (FIMS). System used a light-to-frequency converter to measure luminous intensity of fiber-optic filaments

Create PLC, VFD, and HMI control systems for vertical and horizontal continuous plating systems used in the PCB wet process industryDeveloped the PLC control and HMI interface for a custom wet-process plating system in 1 week, cutting 75% from the development schedule.Extensive motor control design and development work in this role

Promoted twice in a 6 month period. Became the lead integrator on $25M machining system, coordinating the work of 20 people across 2 shifts. Project met cost and schedule targets.Develop PLC, CNC, and HMI control software for industrial machining systems. These multi-million dollar systems measured over 100 x 50 x 20 ft., were driven by multiple PLCs and in excess of 1 dozen CNCs, with schematics exceeding 500 pages. Extensive work with pneumatics and hydraulics