Work with a great team of Quality and EHS professionals to help ensure low-cost, highly sustainable, weapons training solution programs for law enforcement and militaries across the globe while protecting the workforce. InVeris is an old company with a new face, it's an exciting time to help ensure those in uniform have the best training they can have as they perform their duties of global, regional, and local protection and security.In addition to the traditional Quality, Environmental, and Health & Safety leadership role, I was also given the opportunity to ensure Quality through the full value chain of the organization by increasing my role to include Warranty and Customer Service. This ensures that Quality has a presence throughout the Customer experience.

I provide past partnership organizations with guidance and tools to update their current business/ISO management system to meet the newest management systems and regulatory compliance requirements while achieving improved processes. Additionally, I provide 3rd-Party audits for organizations that wish to become ISO Registered. Using my experiences in ISO as well as in State and Industry Business Excellence Programs (Baldrige), certification audits yield no findings. I am able to perform this on a part-time basis through virtual management training and carefully planned site visits that reduce the impact of business processes.

Member of the Board of Governors (2014 - 2019, 2021 - Present)As a member of the board of governors, we meet a few times a year to provide insight to the leadership of QSR so that the organization can be successful by operating in an efficient manner, providing services for existing clients, and offering opportunities to gain more clients/markets.Director of Registration Services (2019-2021)Accepting the opportunity to take on the role of the Director of Registration Services for QSR allowed me to create an environment where people want to come to work while driving the business to become the Registrar of the Future. With the ability to streamline and simplify processes, first-rate customer service and audit practices have only become better as we grow our business. This was most evident in 2020 with the COVID virus. During this most unprecedented time, where businesses were crumbling and our competitors were losing clients, I was able to create a Virtual Audit program that allowed QSR to maintain our cash flow, and client satisfaction, with a 99.7% audit-day completion rate. With this work complete, I was able to pass the reins to the next Director of Registration Services and moved back into the BOG role.

I managed the Global Product Development Process within R&D ($10M to $15M budgets) while I oversaw the successful implementation of an Integrated Management System to the newest QHSE ISO Requirement Standards. The site was certified to ISO 9001:2015 on the first attempt with no Corrective Actions required. Additionally, I drove the improvement of the product development processes used to develop & deploy new technologies in the Currency Industry.

Being promoted to the RTM position for the West Region, I was driving a new Sensory Evaluation project across North America. With a total of 78 plants, a complex project was made simple by working with site leaders to develop implementation plans that aligned with scorecards that measured each plant's progress, the region's progress, and overall company progress. Additionally, with new customer requirements for ensuring food safety and QHSE on the warehouse and market side of the business, I again worked with site leaders to guide the sites to provide comprehensive training materials to be deployed to the workforce, ensuring The Company’s high standards for food safety and QHSE were consistently met.

I was promoted to work with over 30 independent bottling plants. This opportunity was in recognition of my success in engaging these business segment's leaders that were difficult to engage in prior company attempts. Additionally, my talent for organization allowed me to effectively manage these multiple sites at various levels of management system maturity (Food Safety, Quality, Environmental, and Health & Safety) through a single scorecard process that directly linked to the individual plant project plans. This process allowed me to manage and determine which site needed resources from other areas of the business, and I was able to coordinate these resources in a timely manner while being able to report on the overall status routinely to all stakeholders.Some of my most endearing moments were being able to work on Global Best in Class and Business Excellence projects. These opportunities took me into 2 of The Company's high-security CPS plants and to some of The Company's international bottling operations.

Joining The Coca-Cola Company in 2007 I began by working with 18 Company plant leaders, and 3 independent plant leaders in helping these sites to understand The Coca-Cola Requirements for Quality, Environmental, and Safety Management. My process approach was a new concept for The Company, and by the time The Company adopted the ISO/OHSAS Requirements in lieu of its own standards in 2009, my approach became the norm for The Company. Additionally, my common sense approach to business and management systems ensured my success with the independent plants, thus driving my number of independent plants from 6 before to all 33 plants in my next role as Management Systems Manager.

Corporate Quality Manager (2000 – 2007)Promoted into a corporate leadership role allowed me to begin to understand the business condition from a higher level than in a single plant environment. By having the responsibility of creating, deploying, implementing and sometimes facilitating a 3-year Strategic Quality Plan, I was able to work with multiple teams of individuals across North America to drive process and product standardization. Using all areas of Quality Management programs, the corporate business unit became more controlled in its activities driving more efficient decisions to the plants. Moreover, with a more consistent approach to the product life cycle, and laboratory processes, new products were designed and deployed at an increased rate with minimal impact to the plant producing the new product.This elevated position also allowed me to participate in the QuEST Forum, telecoms industry quality governance organization, not only as a voting member for The Company, but also as a Co-Chair for The Business Excellence workgroup. This workgroup is responsible for identifying best practices and providing annual conferences in North America and abroad.Tarboro Plant Quality Manager (1997 – 2000)Hired in July 1997 as a Sr. Quality Engineer, I was promoted to the plant Quality Manager in Feb 2008. This quick promotion was in part for my ability to learn new technology, industry requirements, and the character of my management skills. As the plant QM, I was able to redefine the plants quality management systems and programs to a much simpler approach. Using my common sense approach to business, I streamlined complicated and cumbersome processes, allowing management to make clear and concise decisions. As part of my accomplishments, I attacked a 35-yr old problem using my Quality Engineering and Project Management skills that not only eliminate the problem, but pushed the plant ahead of the 3 sister plants in this metric.

Managed the day to day quality functions across 3 shifts with 3 hourly employees by scheduling; workloads, projects, new part qualifications, material reviews, testing and inspection, and product and process qualification.Ensured adherence to a department annual budget of $750KDeveloped and implemented business system & processes where none existed for continuous performance improvement in areas like inventory management, warehousing, and logistics.

Hired as a Quality Engineer in April 1992 and promoted to Quality Manager in December 1993 allowed me to have first opportunity to manage direct employees for overall success while managing a budget of $1 Mil. Taking over the Quality Department allowed me to implement more formal methods of managing quality, customer satisfaction, and root cause analysis. These programs were aligned with the automotive quality standard QS-9000.Restructured the Quality System to meet QS 9000 requirements including, Corrective Action Process, Production Part Approval Process, Advanced Quality Planning, Customer Problem Resolution Process, Design Control Process, Process Capability Program.Worked with Customer Service, Engineering and Manufacturing in maintaining a high level of Customer Satisfaction by ensuring that Customer Expectations regarding design, function, quantities and on time delivery requirements were met.

Recruited when the previous department split away from the parent company (Numax Electronics)Created the Quality Control System at the inception of the company. This included the development of procedures, test and inspection stations, data acquisition and analysis programs, vendor analysis process, customer specification and document controls.

Redevelop the Night Vision Testing Department to be more efficient and effective by reviewing and rewriting procedures, test methods and implemented a scheduling process.Supervised the day to day testing lab operations and was responsible for month-end product submissions to the Department of Defense Inspectors as well as the Israeli Defense Ministry Inspectors. Was responsible for having the only department in the company to have a 100% success rate with month-end submissions.