• Quickly established and maintained relationships with customers, stakeholders, partners and peers in both Everett and Charleston; leading a cross-functional team coordinating resources with engineering, manufacturing, quality, safety and finance to facilitate customer and production needs • Leading and teaching our cross-functional team to identify opportunities, provide analysis (A3 8-Step Systematic Problem Solving model), development, and implementation of improvement activities ranging from airplane design changes and new tools, to process changes and flows through the Boeing Production System • Utilization of tools such as Boeing Virtual Cube, Excel, PowerPoint, and others to successfully manage a large portfolio of projects through the 5-Step gated process to achieve safety/ergo, quality, delivery and cost targets • Apply information in our portfolio to analyze and articulate to our team as well as leadership how these process improvements will help close the gap to our long range business plans, goals and objectives

• Successfully lead an Industrial Engineering team of 10+ IE’s through multiple rate breaks and headcount reductions • Coordinated resources and facilitated in building status projects and maintaining large recovery plans, including late parts such as late engines from Rolls Royce and GE• Provided input and oversight on program initiatives such as “SOI-to-SOI RCCA” process, and “Get to Common” efforts with Boeing South Carolina • Provided oversight and input on Build Plan Change Requests and Work Center Change Requests. • Developed Production Test and Engines tooling analysis and stack-ups on rate tooling needs/surplus

• 787 IE analyst for 787 Engines team, along with Production Test team’s A (Hydraulics & Flight Controls); Team C (Environmental Control Systems & Payloads) through 7 rate changes, and multiple headcount reductions • Created and implemented the Medium Pressure milestone visibility dashboard; taught and trained peers in creating Oil On and Power On dashboards

• Directed the planning for roughly 1200 hotel officers across a fleet of 15 ships; while training and managing crew rotation specialist who planned for roughly 2,700 Food & Beverage Crew employees• Operated closely and effectively with our beverage and culinary operations leadership team to efficiently implement new systems, processes, policies and procedures• Operated with Operations Leadership to ensure that key employees are scheduled most effectively; along with managing salary offers, increases, and promotions for officers under SEA and SEA-Filo contracts• Coordinated worldwide recruitment efforts with our Rotterdam office, Operations, and various recruiting agencies. • Built rapport with seagoing management and crew employees while traveling to visit the fleet semi-annually to discuss issues, opportunities

• Established value-adding streamlined processes while planning for roughly 2,700 Food & Beverage employees• Used HRMS databases, reports and spreadsheets to analyze data and provide summary analysis and metrics for variance, turnover, blocks, vacancies, etc. to management