Developed and executed strategies to optimize production efficiency, reduce waste, and enhance overall plant performance. Monitored and controlled operational costs and identified opportunities for cost reduction without compromising quality or safety. Achieved BRC-AA rating in June 2024.Assessed and optimized production capacity to meet current and future demands, considering equipment limitations and potential expansion opportunities. Provided effective leadership to foster a collaborative and results-driven work environment. Created a culture of accountability, delegated in a highly effective manner, and developed leaders to support succession planning and organizational resilience. Identified and served as plant advocate for manufacturing capital improvement projects in support of long-term strategic plans. Drove disciplined and timely root cause analysis, corrective actions and preventative measures in response to production related deviations in safety, quality, productivity and financial reporting. Operated within forecasted annual budget for controllable expenses and delivered manufacturing schedule adherence in line with established ABP goals.

In addition to previously outlined responsibilities, accountable for maintenance, compliance, and improvement of the IPS North America - Quality Management System; including development and maturation of quality policy, standards, procedures, and work instructions. Reporting directly to IPSA-NA CEO.Responsible for maintaining certification to ISO 9001:2015 and 17025:2017 standards across all North America facilities. Management of the internal auditing program and supplier audits. Establishment of necessary quality assurance and control measures to eliminate and further prevent quality defects. Strived to exceed customer expectations. Maintenance, compliance, and improvement of Quality Management System, including development and maturation of quality policy, standards, procedures, and work instructions. Implemented necessary QA/QC practices to quickly identify and isolate nonconformities and ultimately eliminate the root cause of quality defects to prevent recurrence and exceed customer expectations. Facilitated review of warranty claims with all internal/external stakeholders making certain containment, corrective, and preventative actions were adequate to manage the risk and resolve the problem.

Reporting directly to IPSA-NA COO, my primary responsibilities include the implementation of company-wide continuous improvement program and creation of operating model rooted in Lean principles and thinking, supported by LSS tools and techniques. Partnered with Directors and Plant Managers to create system and process stability and drive improvements in SQDCI across North America manufacturing plants and distribution centers. SLT member and primary change agent responsible for influencing a culture strongly supportive of respect, teamwork, problem-solving, continuous improvement, continuous learning, and innovation.

LSSMBB providing educational and practical assistance to drive Operational Excellence within Sealed Air (SEE) global corporate functional areas (HR/CS/FIN/R&D). Responsible for education, training and "Belt" certification within company LSS program. Coach and mentor employees at all levels within the organization to achieve a continuous improvement and learning mindset. Educated, coached, and mentored personnel to become passionate and competent problem-solvers. Assisted departments and business units in identifying and completing kaizen activities and events (point and system), and other continuous improvement activities, as warranted and/or requested.

Corporate resource for leading the Sonoco Performance System (SPS) in Protective Solutions and Reels divisions. Teacher, coach and mentor of Continuous Improvement (LSS/TPM) methodologies, techniques, and tools across three divisions with combined sales of $375M. Performed plant assessments and worked with plant leadership and associates to advance their progress from Manufacturing Basics through Bronze, Silver, and Gold. The Sonoco Performance System (SPS) is a proven operating model focused on World Class Manufacturing. Architected after the Milliken Performance System, the framework includes elements of Six Sigma, Lean Manufacturing, Lean Management (Standard Work for Leaders) and TPM (Total Plant Maintenance).

Governance and oversight for the station’s Corrective Action, Operating Experience, Self-assessment and Benchmarking programs. Responsible for department budget and leading (13) department personnel. Championed departmental and cross-functional process improvement initiatives. Coached personnel on the performance or robust root cause analysis - Kepner Tregoe, TapRoot, MORT and EC&F Analysis.Promoted a culture of continuous improvement and learning based on review of pertinent industry operational experience and the identification and implementation of appropriate preventive actions and measures to preclude similar incident. Facilitated the senior leadership team review of all station root cause analyses and key performance metrics for equipment health. Updated leadership on current projects, improvement initiatives, and action tracking items.

Station Subject Matter Expert (SME) over Self-Assessment, Benchmarking, Operating Experience and Corrective Action programs. Performed on-site and external audits, assessments, and benchmarking activities in direct support of station’s continuous improvement efforts. Focused on cultural transformation and value creation - partnered with organizational leaders to drive cross-functional projects and business critical initiatives having a strategic alignment and impact using Lean Six Sigma tools and techniques.

Assisted Senior Managers, Business Unit Leaders, and LSS Black Belts in the strategic identification of viable process/product improvement opportunities and the development of a project pipeline. Provided input to further development of DTE Energy Operating System Model to provide the business a means to achieve strategic and tactical clarity and drive consistent performance through shared principles, robust systems, identified tools and continuous evaluation and feedback. Championed departmental and cross-functional process improvement initiatives by partnering with Business Unit Managers and Project Leaders to clearly define/validate problem statements, business cases and goal/scope statements of proposed Project Charters. Provided project leadership to Team Leaders during DMAIC execution. Project leadership included using sound project management techniques to define and financially justify projects, launch project teams, manage team activities, tracking project status and results, and remove/alleviate project obstacles.Governance and oversight for the DTE Corporate Fossil Generation Operator and Electrical (Basic and Advanced) Training Programs. Performed needs analysis and designed, developed, delivered and evaluated technical training to Overhead Linesmen, Underground Cable-Splicers, Distribution and Substation personnel and Fossil Generation personnel. Provided both technical and leadership training to more than 3500 personnel. Orchestrated a Senior Operational Excellence council for Fossil Generation to assist in uniting the efforts and achieving better operational flexibility and synergy amongst the nine Fossil-Powered plants; ultimately seeking to develop a High Performing Team throughout Fossil Generation.

Responsible for oversight of the effective and efficient operation of the nuclear reactor and support systems. Authorized and coordinated work activities, maintenance and responses to abnormal situations. Assured equipment was operated in accordance with policies and procedures established to first and foremost protect the health and safety of the general public and all employees. Accountable for directing, supervising, and initiating corrective actions for scheduled and emergent maintenance tasks not meeting approved scope, schedule, and allocated budgetary expenses.

Supervisory role for Electrical Training Staff of fifteen (15) enlisted personnel responsible for the training and certification of both enlisted and commissioned nuclear power candidates. Coordinated and supervised the production efforts of both senior and junior technicians responsible for the installation, operation, adjustment, routine maintenance, inspection, testing and repair of complex electrical equipment; including nuclear propulsion plants operating reactor control, propulsion and power generation systems.

Administered a robust Reliability Centered Maintenance (RCM) program; working closely with defense contractors, federal agencies and shipyard personnel to accomplish complex evolutions such as reactor re-fueling, switchgear replacement/refurbishment, and propulsion plant modernization. Improved the process flow and efficiency for “Electrical Breaker Testing.” Eliminated 2.5 hours from procedure and reduced the probability for personnel injury by 46%. Provided leadership and supervision for the activities of nuclear personnel onboard nuclear-powered submarine during plant startup, shutdown, normal operations, refueling, special tests, and emergency conditions.