Jon Bradham Email & Phone Number

Bonney Lake, Washington, United States

I was going blindI have been drawing and painting from early childhood. However, I have also been going blind since childhood due to a condition called Keratoconus. 20 years ago, my eye doctors had exhausted all the known solutions and my eyesight had become so poor that I was on the verge of giving up my lifelong passion, drawing and painting. Luckily, I found a cutting edge eye doctor, Dr. Rotkis, in Seattle that restored my sight through cornea transplant - I am so thankful for this doctor and for the organ donors! I use this new lease on my eyesight every day to improve my craft as an artist.Why I paintI experience joy when I see beauty - in a landscape, in a cityscape, in wildlife, in people - and I want to communicate and share that joy with others. When I see a scene that captivates me, I unconsciously start painting it in my mind. As I look back on paintings, no matter when painted, I can remember the day and what inspired me. I re-experience that initial joy when my art makes a connection with another. ContactEmail jon@jonbradham.comPhone (206) 696-1242

Greater Seattle Area

• Providing engineering and construction director leadership for Shanghai Roastery Project.• Established master construction, installation and start-up schedule.• Leading geographically diverse team of engineers and suppliers to import and source equipment on tight schedule with many unknowns.• Providing leadership in navigating complex contract, permit, and license processes in China.• Coordinating retail and operational demands into a safe and efficient site design.• Managing multiple workstreams to deliver project cost, schedule and performance.

Hired and managed team of large capital project managers, leading large capacity and process improvement projects across manufacturing supply chain, in accordance with industry standard practices and Starbucks program management methodologies and guiding principles.Initiated $25 million roaster rebuild program, renovating and upgrading the Scolari roasting equipment fleet.Managed partners and established best practices for project management, based on PMI best practices.

Led multiple large and mid-sized capacity and process improvement projects in accordance with industry standard practices and Starbucks program management methodologies and guiding principles.Managed $9 million York roaster train 5 project, from initial justification through on time start-up and under budget completion. This project introduced new vacuum dense phase technology, providing best bean breakage results for the York roasting plant.Mentored partners and established best practices for process improvement and project management, such as project planning by deliverable, formation and use of core and extended teams, and project tracking and control with critical milestones.Managed OASIS upgrade program, leading two roasting plants to successful deployment. This difficult program required persistent use of core project management tools and techniques, careful development of relationships across departments, skillful vendor management, and balancing of conflicting needs, perceptions, and priorities.Lap and Polish

Interviewed, hired, mentored and evaluated practices, development and performance of eight production employees.Evaluated and controlled external and internal service providers.Planned and established production area and company strategic directions and goals.Planned, tracked and controlled area capital and expense budgets.Established and led cross functional team in finding root cause and resolving a long-standing stain problem, resulting in more than $2 million annual savings.

Consulting engineering in project management; equipment/process design and installation; statistical process control (SPC) design and implementation; experiment design, execution, and analysis; and manufacturing process improvement.

Managed team of process engineers supporting Wood Resources manufacturing areas through installation and improvement of equipment, processes, and maintenance practices.Interviewed, hired, mentored and evaluated practices, development and performance of engineering team members.Evaluated and controlled external and internal service providers.Planned and established production area and company strategic directions and goals with company leaders.Provided engineering support including: equipment/process design and implementation; statistical process control (SPC) design and implementation; experiment design, execution, and analysis; project evaluation, justification and management; and, problem solving methodology and analysis. These efforts led to process improvement, such as: reduced Handle material conversion cost by $0.27 per handle through conversion to rotary peeled veneer and automated saw process - a savings of approximately $1,250,000 per year.Planned, tracked and controlled area capital and expense budgets.Directed equipment and process specification and layout of longterm veneer production facilities to improve organizational effectiveness, capacity, conversion costs, business continuity, and cycle time.Established strong relationships with team-mates at all levels inside and outside Longaberger to achieve company objectives.Established, improved, and standardized documentation practices in new Process Improvement department.

Led cross-functional team in specification and installation of $1.5 million custom splint clipping equipment to improve veneer yield by approximately 3%, a savings of roughly $500,000 per year.Led Handles yield improvement team, mapping and improving equipment and processes. These efforts have resulted in overall yield improvement from roughly 17% to 51%, a savings of more than $2,000,000 per year. Led creation of PI Equipment Specification Template with input from other PI and Longaberger employees.Assisted manufacturing management in creation of Wood Resources Strategic Plan which provides fully backed veneer and lumber capacity to support company goals and provides a clear roadmap for the Wood Resources business unit.

Managed team of engineers and maintenance technicians supporting wafer polishing area by installation of new equipment and improvement of existing equipment and maintenance practices.Mentored and evaluated practices, development and performance of engineering and maintenance team members.Planned and established production area and company strategic directions and goals with process engineering leads and production managers.Achieved company strategic goals through assignment of engineering resources to various capital and expense projects, such as: reduced area cycle time from 4 days to 1.5 days; decreased customer claims due to area performance from 31 in 1997 to 10 in 1998; decreased area accidents from 78 in 1997 to 35 in 1998.Planned, tracked and controlled area capital and expense project budgets.Tracked and improved area equipment measures, such as a 70% increase in mean time between failure of critical equipment through establishment of redundant systems, better maintenance practices, and replacement part control.Improved documentation practices in project management to assist Wacker in achievement of Intel Preferred Quality Supplier award and to obtain QS9000 certification.Led cross-functional team in design, specification, installation, startup, qualification, and successful release to production of $8,000,000 'ultra-flat' 150mm automated polishing cell on time and under budget. This program was critical to Wacker's strategic objective of increasing 150mm polished wafer market share and increased revenue by more than $36 million per year.

Designed and implemented quick disconnect polishing slurry re-circulation system, reducing equipment downtime due to pump and plumbing failure from 5 hours per month to <15 minutes per month.Designed and implemented polisher plate gear drive, eliminating 'shiny haze' defect, a yield increase of approximately 5%. This unique Nylon gear-set was patented and transferred to other Wacker sites.Improved area productivity, quality and yields through modification of equipment, such as leading cross-functional team in first time conversion of pre to final polish machine.Reduced variation in site flatness wafer geometry significantly through equipment modifications, leading to 'ultra-flat' or <0.35 micron line width 150mm product.Increased product quality and yields and equipment performance through implementation of upgrades and technology transfers from German parent company.Implemented Total Quality Maintenance program coordinated between production, maintenance, various machine shops, and process and equipment engineering, significantly increasing equipment utilization.

Bsme, Engineering, Art, Fluid Mechanics, Robotics

Activities and Societies: • Dean’s List all semesters • Who’s Who Among Students in American Universities and Colleges, 1993 – 1994 •.

Master Of Science Degree, Business Management