Provide support to the US and Canadian operations teams to improve operational procedures and customer service levels, reduce operating costs and lead times, and increase on time delivery. Implemented Lean daily management and monthly KPI review processes to drive performance improvement in key metrics and increase collaboration between sites. Responsible for revenue in excess of $250 million, with full P&L responsibility at five manufacturing locations and 17 distribution warehouse facilities. Develop and coordinate global strategic initiatives in North America and other geographic regions.

Responsible for manufacturing operations at the Crossridge facility, which consists of three unique product lines of valve actuators. Oversee the day-to-day operations of electric, hydraulic, and pneumatic actuators with total annual revenue in excess of $150 million. Actively manage a staff of 10 direct reports and 200 total employees, with responsibility for safety, finance, inside sales/quotations, procurement, production, quality, field service, customer service, and warehouse/shipping/receiving. Report directly to the Director of Operations for the Americas, with full profit and loss responsibility for Valve Automation’s largest facility in the world.• Reduced late backlog to customer request date by $8 million by focusing on Lean daily management and operational excellence on the shop floor and front end processes. Improved customer response times and decreased front end lead times by more than 75% to improve customer satisfaction.• Integrated two unique cultures in one facility by focusing on core values and common goals to drive teamwork and collaboration. This effort resulted in record sales without any recordable injuries or near miss incidences. Managerial focus on driving accountability and ownership to each employee within the facility.• Consistently meets and exceeds financial targets for revenue, gross profit, operating profit, and EBIT. Demonstrated improvement in overall plant performance in each of the following key performance indicators: - Total Recordable Injury Rate - Variable Manufacturing Expenses - Cost of Poor Quality - Manufacturing Salaried Productivity - Total Shipments - Request Date Service Level - Direct Labor Productivity - Inventory Turnover - Total Productivity

Promoted as part of a new management team and charged with turning around the culture and performance of a facility with budgeted revenues of $36 million and a capital budget in excess of $1.25 million. Full profit and loss responsibility and accountability for manufacturing, capital equipment justification, lean implementation, process improvements, cycle time reductions, margin improvements, costing, scheduling, safety, risk mitigation, inventory, procurement, finance, and HR. Managed a staff of 8 direct reports and 125 total employees. Reported directly to the V.P. of Operations for the Wabtec Elastomers Group.• Executed comprehensive cost reduction and productivity improvement strategy throughout the manufacturing and sourcing operations, resulting in savings in excess of $50 thousand per month. Maintained profitability in spite of a reduction in sales of more than 50% due to downturn in oil and gas markets.• Implemented Lean manufacturing training program at all levels within the plant with a plan to have every team member trained and certified on Lean tools within a 3-year period. More than 30% of all team members will lead a Kaizen activity during that time period with proven annual savings of $200 thousand per year.• Managed a dynamic leadership team focused on change and improvement, both on the shop floor and in the front-office operations. Transitioned from a “ship-at-all-costs” mentality to a quality-driven, customer-focused system with an emphasis on implementing new technologies to improve our performance while reducing costs.• Created a culture and environment focused on safe work practices for every employee. Reduced the number of recordable injuries from 34 per year to 0 per year via the implementation of positive reinforcement and recognition, as well as consistent management of unsafe actions and behavior.

Successfully implemented AS9100 Rev. C Quality Management System at the group’s largest location with annual revenues of $90 million and 200 employees. Managed a team of inspectors, document control technicians, quality engineers, and quality supervisors. Reported directly to the Chief Operating Officer and led the implementation of corporate quality objectives at all six global MIC Group locations.• Implemented Lean production tools to reduce the Total Cost of Quality from 8% to 5%, resulting in monthly savings greater than $100 thousand. Total Non-conformance reports (NCRs) were reduced by more than 25%, and Vendor NCRs were reduced by 33%.• Customer NCRs (quality escapes) were reduced from 2 to 0.5 per $1 million revenue, and non-conformances to the largest customer were reduced by 75% in a 6 month time period. Interfaced with customers on a daily basis to improve our quality performance and implement quality systems to better serve their needs.

Managed projects for new production and refurbishment of bottom-hole tools and oilfield stimulation equipment at MIC Group’s largest facility. Supervised production operations on projects accounting for 40% of the monthly revenue generated by the facility. Responsibilities included managing personnel, meeting production goals, implementing lean initiatives, reducing quality defects, customer service, and negotiating vendor price reductions. Reported directly to the General Manager of the site.• Increased on time delivery from 40% to 99% on a strategic project that was four weeks late and struggling to produce 4 units per week. Deliveries were increased from 20 units per month to 45 units per month; correlating to an increase of $925 thousand in revenue per month.• Implemented quality processes, standard work, visual scheduling, and project management tools that reduced product non-conformances from 10% to 5%, increased production efficiencies into the 85% - 95% range, and reduced overall lead times from 4 weeks to 2 weeks. • Developed a Kan Ban and visual management system for all inventory items that eliminated stock-outs and expedited shipments. Increased profit margins from 6% to 20% over a 6 month period, while incurring zero recordable incidents.

Designed, budgeted, coordinated and managed the production and operation of more than 20 oil and gas wells in the State of Texas. Responsible for workover operations, well stimulation, and production enhancement via secondary and tertiary recovery techniques, such as beam pumping units, gas lift valves, plunger lift systems, and compressors. Tasked with ensuring all regulatory and environmental controls were met in accordance with government standards and regulations.• Increased production from 850 barrels of oil equivalent per month to over 2,600 barrels of oil equivalent per month through strategic acquisitions and production enhancement techniques. Managed the day-to-day operations of the business during a period where annual revenue increased by 100%.• Instrumental in the negotiation and acquisition of well packages that ranged in value from $100 thousand to $30 million. Researched, evaluated, and prepared capital justification with ROI for the packages in order to raise capital from international business partners. Negotiated leases, assignments, and joint operating agreements with landowners, mineral owners, producers, and industry partners.• Managed and coordinated with multiple vendors throughout the state on a daily basis to ensure that all wells were serviced as required. Supervised the transportation of petroleum products and waste products from the point of production to refining facilities and disposal facilities.

Established and managed the gulf coast/southeast region office for a 15 person firm headquartered in Houston, Texas. Full responsibility for profit and loss, sales, marketing, customer service, and engineering for the branch office located in Pensacola, Florida. Performed engineering analysis of building systems and assemblies for new construction and renovation projects throughout the United States.• Developed project drawings, details, and specifications for the conceptual and final phases of project development. Utilized on-site investigation techniques and procedures to gather data for preparing necessary drawings and specifications.• Provided on-site quality assurance and project management services to ensure that all work conformed to the project documents and accepted industry standards from the American Society of Civil Engineers, the American Society for Testing and Materials, and the American Architectural Manufacturer’s Association.• Conducted design peer reviews to evaluate project drawings and specifications for architects, engineers, building owners, property managers and contractors. Evaluated the adequacy of the design and constructability, anticipated future performance and service life, and provided recommendations for alternative materials and installations.• Performed numerous building condition surveys in all areas of the country. Visually inspected the buildings, reviewed drawings and specifications, interviewed building management and maintenance personnel, and developed remedial procedures to mitigate the existing issues.