Responsible for Overall P&L and Operation Performance across multiple sites. Develop and implement programs, projects or processes for Aerospace Customers. Strategically manage the customer relationship. Develop and sponsor tactics to achieve strategic objectives across functional groups and within JDAS sector through senior and executive-level customer interaction. Influence strategic direction and develop tactical plans. Provides comprehensive solutions to complex problems. Extensive contact with internal and external customers. Manage and drive the Quarterly Business Review (QBR)

Assist in translating business strategy into work programs and processes for Business Unit. Provide guidance to lower-level positions while managing customer relationship. (new product introduction, product line, transferring business to other sites, materials management, etc.) Work independently on complex assignments that are broad in nature requiring originality and ingenuity with minimal supervision or review. Provide comprehensive solutions to resulting problems, evaluating results at agreed milestones. Extensive contact with internal and external customers to obtain, clarify or provide facts and information.Contributes to the forecast & variance process in Jabils financial system.Accountable for the operational and financial performance of Jabil Defense and Aerospace Services (JDAS) workcell.Assist Senior Business Unit Manager in day to day business needs and workcell management.Supports Quarterly Business Review (QBR) process.Support continuous improvement initiatives through Lean principles.Member of the plant leadership team and Lean Council.

Manage Manufacturing Engineering department; Data Engineering, Process Engineering and Manufacturing Engineering. Manage a team of Engineers and Technicians. Manage the New Product Introduction process for new customers and products. Products include PCBA and Box Build products.

Project managed a new NPI customer to Jabil Livingston site from a Technical, commercial and materials point of view. This customer was transferred from another CEM. I managed the transfer and ramp up by having regular project meetings with my internal team and conference calls with the customer and CEM. Overcame various issues around material pricing, union involvement from other CEM and customer requirements. Transfer was complete on time with no impact to the customers R&D department. Achieved green scorecard within 6 months of transfer starting.