Owner of business intelligence and data governance for DTNA. Drive digitalization efforts which at its core, is the new strategy aiming at utilizing data as DTNA’s key asset to facilitate data driven decision making as well as drive business optimization and innovation through data.Global Data Catalog lead for Daimler Trucks and Bus in charge of multi-business unit rollout of corporate wide data catalog tool. Successfully rolled out tool across Trucks Asia, Trucks Europe, and DTNA. Global lead for analytic guidelines and policies on enabling compliant analytic environments.  Creator of manufacturing data pipeline providing a single source of truth for Manufacturing/Operations Data.

Run all facets of strategic Project Management Office (PMO) focused on sustainable value back to the company by achieving cross-functional strategic project development from initiation to closure, utilizing project management methodologies and discipline. Directly accountable for 15 work streams as well as Business Innovation projects CSI / DSI, Data Governance, and Daimler Technical Institute.Successfully launched 2015 PMO program focused on core, customer, culture, and business innovation. Developed and lead data team to establish DTNA Governance policy’s and metadata tool selection Successfully authored and launched 2018 PMO program focus on Core, Customer Experience, and Connectivity

Manage all functions of operating unit producing 26 – 36 Western Star trucks per day. Directly accountable for team consisting of four supervisors and 124 union employees. Develop strategic visions to align with corporate Blue Sky initiatives, take on role of project leader in all TOS+ lean driven events, coach and develop supervisors to allow growth and advancement.  Implemented Quality Gate System to eliminate repeatable quality issues reducing DPU (Defects per Unit) 63% from 5.01 to 3.13 over a six month span.  Project lead for continuous line kaizen event and TOS + line back waste reduction projects eliminating seven processes in one year resulting in significant annual savings. Project Manager and author of action plan to accommodate massive exception process of building five fully finished cabs and up to 24 cab harnesses for separate DTNA truck plant. Plan has been executed with zero disturbances to Portland truck plant fulfilling the need to expand Western Star brand at other plants.

Responsible for production in operating unit consisting of eight leads and 120 union employees in a dynamic manufacturing environment. Executing corporate strategic processes, planning and allocating manpower to support the daily requirements, implement training matrix by continually evaluating and developing team leader and employee skill level as required to increase versatility. Promote and execute problem solving techniques across teams in an effort to improve areas performance. Implement lean manufacturing by using continuous improvement and 5s techniques.Project leader for one jishuken and two kaizen events resulting in elimination of seven processes equating to an HPU (labor hours per unit) reduction of 2.46. Spearheaded quality gate program to reduce DPU (defects per unit) from 2.18 to 1.46 in a five month span. Revamped OU SFM area which became blueprint for Plant SFM area. Tasked as Project Leader for SFM Standards across plant to redesign and implement. Initial results have increase fluidity and efficiency reducing meetings from average 32 minutes per meeting to 12 minutes per meeting.

Directly accountable for all production of 160 Million board feet of softwood SPF lumber including full operational responsibility for team of two supervisors, five leads and 60 operations personnel. Developed and managed sourcing of raw materials and coordinate production schedules to meet customer demands while integrating lean principles in a continuously changing environment.Strategically transformed procurement of raw materials allowing manufacturing process to produce higher end products resulting in 8% increase in sales average and reduced raw inventory levels to target cash flow returning 25% on invested capital. Increased communications between mill and corporate office by preparing reports and leading flow meetings to plan and schedule all manufacturing runs per customer direct demands or consignment replenishment. Led development and implementation of strategic business restructuring for all teams, which delivered 50% reduction in downtime, 6% increase in volume, and 6.5% increase in recovery. Educated and drove continuous improvement culture by blending focus of operations, maintenance, resource, and sales departments to act as one team. Implemented innovative employee involvement cost control system, building individual ownership of processes throughout plant resulting in 12% reduction in supply costs..

Teamed with Plant Manager and Green End Supervisor to turn around newly acquired unprofitable, unproductive, antiquated family owned mill. Managed aspects of drying, finishing, and shipping of 80 Million board feet of softwood SPF lumber while directing a team consisting of one supervisor, two leads and 36 operational employees. Developed detailed long term strategies for local customer relations to implement purchase program of residual products to ensure inventory values remain constant. Established forecasting module to adhere to customer demands, DC consignment levels and onsite safety stock. Through these demands scheduled all mill runs and transportation needs for shipments. Improved quality standard by creating and implementing Quality Management System program successfully acquiring certification from Western Wood Products Association. Increased mill up time percentage 20% by systematically approaching targeted machine centers and crafting lubrication and PM schedules to transition culture toward preventative, predictive, proactive maintenance. Completion of 14 continuous improvement programs which resulted in 100% increase in production, ability to increase portfolio of products targeted, and reduction of safety incident rate from 18.00 to 0.00.

Supervised 18 operational employees including one hourly lead in finishing and shipping. Responsible for incorporating marketing and sales information to develop and implement a supply and demand plan. Manages demand planning and forecasting associated with customers and products on weekly, monthly, and annual basis.Designed forecasting module based off of manufacturing production percentages and customer demands that eliminated late shipments and reduced finished inventory by 50%. Through employee empowerment and continuous improvement, increased production through Planer Mill 20%. Created forecasting documents for weekly / quarterly sales needs and annual budgets. Planned and scheduled all planer mill runs and shipping needs per customer demands.

Developed, designed, and held full profit and loss accountability for Hauser, ID cedar remanufacture mill by implementing a profitable process for remanufacturing previously discarded by-products into salable product.Hired & trained workforce team focusing on individual ownership and bottom line results resulting in a $250,000 annual profit center. Developed and maintained $1.5 Million budget. Presented plan to corporate officers confirming the sustainability of the remanufacturing process as a profit contributor for future years.

Managed all procurement functions for four Idaho lumber mills and all Washington and Idaho resource departments.Championed and completed three Strategic Sourcing Initiatives saving $1.5mil in supplies and repairs. Negotiated day to day savings exceeding $50,000 per year. Recognized member of National Association Purchasing Management / Institute of Supply Management and member of educational committee for Spokane, WA Chapter.

Handled all indirect procurement for seven Oregon and Washington lumber mills and western resource department.Championed Item Master project to streamline ERP system across company. Provided value to purchasing, accounting, and manufacturing departments by leading communication meetings to target challenges or issues.