Role consists of managing both client facing and QR internal teams and initiatives. My specialty is with new projects and clients.- Account management: - Managing and negotiating contracts with current and prospective clients - Manage resourcing and team allocation for client projects - Ensuring quality outputs of all ongoing projects for my accounts - Budget tracking and handling for projects and accounts-Business Management: - Setting clear development plans for QR teams - Running Quick Release progression/promotion reviews for California team - Interviewing and assessing potential candidates - Business development activities with potential clientsWhile carrying out the tasks above, I am also project managing and delivering projects with clients. Specifics are outlined in respective blurbs on my profile. Clients include: - Lucid Motors - Rivian Automotive - Lightning eMotors

Working with clients to assess existing processes and implement customized solutions. The goal here is to improve process consistency and prevent downtime. To accomplish this, we have use techniques such as:- Thorough time studies and analysis- Documenting and establishing R&Rs- Visio process mapping- Adhoc tool development (VBA)Ran diagnostics in areas of existing clients and potential new clients to assess status and create road pland for improvement initiatives

Worked with a variety of clients to manage complexity, change, and program requirements to allow for smooth delivery of the program and releasing of parts. Experience included:- Ford as a BoM Analyst- McLaren as Program Management Support- Aston Martin as Program Management Support- Rivian as a PDM, BoM & Change AnalystMore detail can be found in designated sections on my Linked in or outlined below.My time at Aston Martin was primarily focused on working with program management to move processes forward and manage change.With McLaren, I worked with the stakeholders of a vehicle program to confirm part and build status and design an easy way to update, track and display the program status. This included creation of program metrics and a part tracker to monitor inventory.

Working with vehicle program team and engineering to assess upcoming changes, define and carry out required validation.

Supporting Lucid's prototype program management with a focus on Bill of Material (BoM) status, metrics and allowing for use by other departments. Building out processes to ensure program can meet program milestones and manufacturing requirements.- Created & managed single source of truth parts lists for required build phases- Built out processes and templates for use by supply chain, material planning and manufacturing- Creation of metrics & KPIs to assess program health- Assessing current status and upcoming program requirements to proactively develop required processes- Managing cross-departmental requirements and either creating or facilitating the creation of required processes

Project Managed the alignment of data between 3DX and SAP Manufacturing Bill of Materials (MBoM). Achieved greater than 99% data alignment between systems- Lead BoM validation to correct discrepancies between Delmia and SAP- Implemented MBoM changes to SAP- Created sustainable processes and metrics that internal Lucid teams could do to keep systems aligned- Monitored & root-caused downstream system data issues to implement issue mitigation upstream- Created thorough process documentation to ensure successful handover to Lucid teams

Managed creation and changes to Master Parts Lists (MPLs) through early vehicle & trim launches.- Worked with program management to understand vehicle timelines and build requirements- Used 3DX system BoMs to populate parts lists needed for specific builds & trims- Created VIN specific breakdown of parts with required quantities and Bill of Process (BoP) data- Ensured BoP data was correctly assigned to parts for MES system loads and refreshes- Conducted regular BoM and system quality audits to ensure correct mapping pf parts- Facilitated part changes among different departments including NPI, Material Planning, & manufacturing- Coordinated part disposition strategies and incorporated them in MPLs- Worked with BoM managers to ensure system data alignment

Worked in Ford's Dynamometer Lab with goal to improve overall lab efficiency by implementing improvements to processes.- Conducted studies to assess efficiency and identify high impact issues to be addressed- Worked with techs to get input on their roadblocks and pain points that needed support- Created process maps to improve overall understanding of R&Rs among Quick Release and Ford teams- Implemented processes to improve management's visibility to testing cell actual status- Tied in overall company strategy, priority and program timing to properly prioritize test cell usage- Reduced outsource costs by $400,00 in 3 months by restructuring testing plans- Supported engine techs through changes by daily walkarounds to talk about status & issuesKey Outputs:- Cost savings through reduction of test outsourcing- Improved visibility of lab status, metrics & KPIs for lab management- Excel tools and templates created for establishing sustainable best practices

Worked with Ford's prototype purchasing teams to assess process and establish new tools and processes to alleviate time constraints and open buyer time up to negotiate with suppliers.- Conducted detailed time studies to understand the expectations of purchasing team- Used output of time studies and tied in system data to create custom and thorough strategies for improvement- Used data to create single source of truth for purchasing status, KPIs & metrics at the click of a button from buyers- Worked with Quick Release Special Projects team to develop tool to automate manual processes - Managed requirements and user stories for tool development - Managed stakeholder expectations on functionality and utility of tool - On-site training of end-users - Corrected issues and errors in tool's code as they occurred - Created and published required documentation of tool- Traveled as required to get input and train team located in Mexico City- Creation and management of costed BoMs for ealier visibility to program costs allowing Key Outputs:- Robust tool automating manual work and reducing time to process quotes and POs. Turned tedious manual process that would take hours into click of a button solution that took minutes- Standardized reporting dashboard for all prototype program purchasing statuses- Costed BoMs created earlier in prototype process to allow for budget assessment and reallocation as required

Supported the creation, population and overall quality of Bill of Materials (BoM) through early prototypes. Managed release of parts to ensure they were released correctly and on time to meet program milestones.- Worked with PLM and Engineering to populate 3DX systems with correct part data- Translated Bill of Materials from SolidWorks to Catia- Worked with downstream consumers of data, primarily manufacturing and Supply Chain to ensure required data was present and structured. Then worked to make sure it was properly flowing between systems- On-site guidance for engineering on how to navigate PLM rules- Escalated deficiencies in systems and/or process to senior management to improve overall system structure. Backed these up with data to address the key issues- Managed release process for battery engineering team by ensuring data was robust and got approved quickly-worked with PDM, Finance, Engineers and other key stakeholders to ensure BoM data alignment for all departments- Built solutions to identify and fix gaps/errors in data in order to get to production on time and as smoothly as possible. Some examples of this work include: - Maintaining ETRS data and planning - Supporting Program management with analysis and planning

Ensured Ford's prototyping was done efficiently and not hindered by the growing complexity that comes in the automotive industry. Work included:- Part to build validation- Change management- Part data validation- Process improvement

Interned as a purchasing analyst developing a coal buying strategy for 2018. This required coordination between plants, suppliers, and shippers to forecast and analyze the options available to us.

My internship with BAH was focused on the logistics behind the F-35 Joint Strike Fighter program. Working with both BAH and external stakeholders including engineering firms and the US Air Force, we worked to ensure the program had everything coordinated to meet requirements