Elevated to role to serve as a Project Leader and drive business results for the Services Sourcing business unit. Held responsibility for process definition, deployment, results and improvement, strategy development and implementation, and delivery of roadmaps for realizing business cost savings. Utilized Data Analytics, Sourcing strategies, and Lean and Six Sigma methodologies. • Spearheaded procurement cost out efforts and realized an $18.1M savings in 2019. • Steered a team charged with creating multiple Spotfire data visualizations; delivered a $5M savings in 2019.• Partnered with Engineering, Sourcing, and Product Line teams and employed previously and newly created data visualization applications to progress specific cost projects valued at $400K in 2019 and $1.25M in 2020.• Participated in local community involvement at the Ronald McDonald House and in the Cincinnati Mayor’s Challenge through GE Volunteers.

Recruited to lead efforts across the Digital Services Solutions business unit utilizing Data Science to drive analytics strategy, adopt analytics techniques across the organization, and improve decision making related to expenditures. Provided mentorship to the business on the fast-evolving space of Big Data and coached and led cross-functional teams on analytics strategies. • Operated as a Product Owner of the Work in Progress (WIP) analytics tool and provided analysis that was key in reducing Overhaul ship cost for aircraft engines through their comprehensive lifecycles. • Fronted Shop Investigations by utilizing Data Analytics and reducing Shop cost in a go forward model; successfully led 3 projects in 2015 that delivered a savings of ≈ $12.5M.• Supervised and advised a global team comprised engineers, data sciences, and IT staff members.

Promoted to contribute to the overall strategy and manage complex issues in support of the Program Management and Operations engineering organization. Operated in a high visibility role to lead and oversee large, cross-functional organization programs, projects, endeavors. Responsible for budget management, ongoing operations, and process improvement. • Directed the implementation of the New Product Introduction (NPI) project for PLM implementation for the Systems and Gas Turbine Components Center of Excellence (CCOE); managed all project scheduling in Primavera 6 as well as Requirements Management definition. Delivered overall simplification of processes while enhancing implementation results as CCOE leader.• Adhered to all Hot Gas Path budgets; met spending targets on Operating Plan, Bullet train, and NPI. Reduced expenditures on Ready to Serve (RTS) by $1M annually in 2012.• Devised and deployed cost reduction initiatives and coordinated efforts across Supply Chain, Engineering, Sourcing, and Systems organizations; created a Design to Cost Work out that identified $750K in savings related to a major Gas Turbine Engine program and published the Design to Cost procedure manual to be used by the Systems organization.

Onboarded to identify, drive, and execute projects related to on-time delivery, root cause analysis (RCA), and scheduling and improve organizational effectiveness. Developed practical and innovative ways to detect issues and streamline processes using Six Sigma and Lean methodologies. • Coached and mentored 10 Green Belts through the certification process; led training initiatives as well as testing and certification projects aligned with the GE Six Sigma process. • Coordinated and executed a key organizational project for initial PLM implementation; directed an Action Work Out (AWO) for System Architecture along with other small projects simultaneously.• Drove data gathering on open RCA; results improved performance and reduced backlog by 25%.• Championed the publishing of the Energy Configuration Control Manual, instituting new company processes.

• Recipient of one performance-based promotion into a leadership role; oversaw management of 6 direct reports and an Overhead Assembly Manufacturing facility that generated $350M annually.• Approached to serve as Interim Plant Manager for six months during a fiscal emergency.