Vander-Bend is a premier developer and full-scale production supplier of design, prototype, manufacturing and assembly solutions for leading global medical technology and other high technology OEMs. Vander-Bend provides these world-class products and services from 9 facilities strategically located across all regions of the United States.

Veridiam is a strategic manufacturing partner for some of the most recognized global OEM's in the Medical Device, Dental, Aerospace, Gas Turbine Engine, and Industrial markets. We provide precision machining, precision tubing, and assembly - typically involving difficult materials (Stainless Steel, Titanium, Hastelloy, Alloy 188, Inconel, Kovar, etc.) and tight tolerances.2020-Present: Corporate Engineering Leadership2016-2020: Responsible for entire Oceanside machining business2014-2016: Responsible for multi-site Manufacturing leadership

Top operations executive; reporting to CEO with responsibility for P&L, manufacturing, supply chain, Quality, Logistics, Refurbishment, Engineering, Testing, and Facilities. Transitioned all assembly and testing from an R&D lab environment to a full production plant designed with Lean and Six Sigma concepts. Transitioned supply chain strategy from components to sub-assembly build/test, and finally to an end-item build/test at a major global contract manufacturer. Built forward and reverse logistics system to support field installs and repair/overhaul. Served as one of 4 team members from ClearEdge and VC firm on M&A diligence activities. Led cost reduction projects across multiple, 1000+ component BOM's.

Promoted to Plant Manager at Earl's Performance (Division of Holley Performance Products). Led quick turnaround of that business, improving all key operating metrics (cost, quality, delivery, inventory, safety) to record levels within 6 months. Maintained EBITDA% through the great recession, despite substantial drop in customer demand. Restructured supply chain to outsource non-core operations for hundreds of SKU's, optimized inventory strategy, and implemented SOP's for all manufacturing and business processes. Led sales and product calls with domestic and global customers (U.K., Australia). Shifted the culture to one of empowerment, accountability, and participation. Led acquisition discussions with potential buyers, and prepared the business for relocation.

Engineered and implemented multi-axis machining, automation, and assembly projects across 3 product lines; saving the company over $600k per year. Launched $50M on-highway diesel emission systems business from design to full rate production in 12 months. Managed $2M machining, assembly, testing capital projects to support that business.Led numerous continuous improvement projects across sites in Kentucky, Mississippi, California, and Mexico.

Holley was pleased with my contributions as a co-op student and offered a full time position immediately after graduation. Engineered/implemented an innovative approach for intake manifold manufacturing within first two years as an employee, saving the company over $300k per year. The approach was Lean and radical at the time yet very common today, using a trunnion style 5-axis machining center to reduce number of operations and consolidate workholding. New cell could produce 50 SKU's at full volume with 2 CNC machines and 5 sets of workholding. Old method required 5 CNC machines, 10 manual machines, and 30+ sets of fixtures. Reduced setup time from 60 minutes to 3 minutes, reduced scrap by 80%, etc.Project above became launch pad for a corporate Lean initiative, Green/Black Belt training program, and multiple successful projects.

Recruited by Business Unit Manager at Holley, through Department Head at University, to work as a co-op student during senior year of college. Designed machining fixtures and cutting tools, wrote and optimized CNC programs. Worked 20+ hours per week while taking 18 credit hours at university.