Managing operational projects for Rose Park and associated portfolio companies.

Led the Employee Relations Team and Talent Management team during a time a hyper growth. Our Employee Relations Team and Talent Management team are designed to support employee teams and remote billing teams in order to deliver remote dental billing services to a growing client base. • Lead the team whose stewardship is to recruit, interview and onboard remote dental billing specialists. The team handled 1,000+ applicants per month, while onboarding 150 people per month. Oversaw 2x growth in independent contractors while company Revenue grew 3x.• Lead the team whose stewardship is to recruit, interview and onboard employees to support our remote dental billing specialists. Oversaw 2x growth in employees while company Revenue grew 3x.• Lead eAssist’s internal Leadership Development program, which includes internal leadership development activities and coordinating external development courses.• Key advisor and thought leader for our internal strategy setting conversations and execution planning.

Leading all internal operations in order to provider outsourced dental billing services to dental offices across the United States. Coordinating work between Operations Managers, New Client Implementation Team, Quality Team and Product Managers for our add-on services.• Lead the group of Operations Managers that are tasked with ensuring each team providing billing services to dental offices are providing the level of service that clients are expecting. Grew the team of Operations Managers by 2x within 6 months in order to plan for next phase of growth. • Interface with the add-on service leaders to help ensure our add-on services are delivering on our client brand promises. Create coordination points between all Product Managers in order to best deliver our services to clients. • Lead internal case discussions to provide leadership development for anyone at eAssist interested in becoming a stronger leader.• Key advisor and thought leader for our internal strategy setting conversations and execution planning. Introduced strategy planning sessions during each quarterly and yearly planning meeting.

Provide training and consulting to organizations implementing Toyota Production System or Lean. Healthcare, Manufacturing, and distribution organizations are current clients.• Lead training sessions for organizations implementing TPS. Training sessions include classroom training and shop-floor practice. Training modules include introduction to Lean, 5S, Standardized Work, Value Stream Mapping, Problem Solving, and TPM.• Lead consulting engagements with clients implementing TPS. Manage the project scope, team organization, and mentor the team on accomplishing the teams project. • Manage all contact and schedule with numerous clients.

ETM focuses on working directly with customers for any custom fabricated sheet metal parts. We use a unique approach to getting customers jobs through our system and continually add value to our customers. Our value is not just the sheet metal part, but working together, we are able to provide the engineering and operational expertise for our customers to help then add value to their business.

Leading the Manufacturing group to produce patient self-service hardware and autonomous logistics robots. • Managing the production, logistics, and deployment of hospital patient self-service products as part of contracts with all domestic VA Hospitals and several AFB Bases domestically and internationally.• Achieving on-time deployment of over 5500 pieces of hardware to 90+ sites since 2012.• 99% defect free hardware deployed to customer sites.• Tracking and managing cost per unit for all hardware produced. Current hardware cost achieves over a 50% margin.• Introducing new and revised products into manufacturing through the use of product level management, manufacturing engineers, and highly skilled assemblers. • Managing the introduction of a highly complex autonomous logistics robot. Building a standard assembly system around a beta version of mechanical and electrical assembly. • Assembling and testing 10 autonomous robots. Deployed 5 to hospitals in various locations throughout the US and France.• Managing the logistics for deployment and delivery of the autonomous logistics robots. • Member of role manager group shaping internal process strategy to improve how the company functions and successful new product introduction. • Monetizing manufacturing assets through the use of direct sales, machine shop work, and skilled labor.

Implemented Toyota Production System practices throughout the domestic manufacturing group of New Balance Athletic Shoes. The goal for all of the activities at NB have been to achieve a visual workplace that can be managed by the plant manager and the production manager visually - on the floor.Began with a focused group of production managers from all domestic plants. The group focused on has focused on standardized work and technical standards. The goal of the group was to 1.)Define the standard 2.)Develop the tool to make the job easier and 3.)visually manage the standard.Used this methodology with standardized work first. Using standardized work chart, combination table, and work balance chart, posting these tools at the worksite, managers could visually manage the process. After using methodology with Standardized work, moved to technical standards, think machine settings, and lastly used the methodology for quality standards.This framework only set the stage for the larger scale project, introducing "Genchi-Gembutsu." This is the "go and see" method used by TPS practitioners. NB management was not experienced using this type of management activity. We began by bringing the managers to the floor and asking very simple and straight forward questions, something like "what is the most important thing for your Managers/Supervisors/Team Leaders/Team Members to do daily?"This go and see framework was new to managers and was a constant struggle for time. Over 6 months these activities caught hold and managers began to see the benefit and payoff of walking the floor multiple times daily to see how healthy their process was. Also began introducing and using on a much grander scale, standardized methods of solving problems. The approach that we used was the A3 Problem Solving framework. Each domestic plant committed to use the same methodology to solve problems which caused each plant to share information and countermeasures.

TPS training for all new hires at our plant. Quality training for all production workers at the plant. Built training DOJO (training center) for the training of production workers.In 2006, I was given a vision of what the training department should be and created one from the ground floor.Trained all production team members in all production jobs in our plant as well as managed numerous other projects in the plant.During the Auto industry downturn, Toyota used the time to train team members. We developed a training class called Intermediate TPS. This class was developed with a vision of what we needed our TM's to do to improve the safety, quality, and productivity at our plant. So far the classes have achieved tremendous results.

Managed the shipping department at PHL1. Planned all carrier pickups for peak 2005. Implemented shipping sorter. PHL1 led all of Amazon for customer experience (on time shipping of express and standard shipments). Didn't miss an express or standard shipment for over 6 months.