Responsible for managing global quality organization for Baker Hughes GE's Flow & Process Technologies and Reciprocating Compression businesses ... portfolio includes Dresser Masoneilan control valves, Consolidated safety & pressure relief valves & Mooney regulators Portfolio size: $1 billionManufacturing footprint: 15+ BHGE factories and over 150 channel partners/distributor network facilitiesSphere of influence: ~2500 BHGE team membersDirect reporting line: 200+ team membersResponsibilities include:- Setting up the organization to enable business growth and improve operating margin- Organizational change management- Resource planning & budgeting ... workload & capacity modeling- Top issues program to drive collaboration across multiple functions/factories and external suppliers to resolve high profile business issues- Regulatory compliance management involving multiple global/regional technical & regulatory bodies (ISO, ASME, National Board, PED, CSA, CML, FM, ATEX, etc.)- Quality Management Systems- Internal & external audit program management- Customer satisfaction & warranty programs- Manufacturing quality assurance & quality control (QA/QC)- Corrective and preventive action implementation across the supply chain- Manufacturing quality fulfillment (data-books, etc.)- Cost of quality (CoQ/CoF) reduction- Lean Six Sigma and Shanin programs to improve Design for Manufacturability, first-pass yield and product/service on-time delivery

• Senior Engineering Manager responsible for managing a team of Engineering MBBs, Blackbelts, QMS leaders & quality engineers for GE O&G Drilling & Surface businesses• Delivered requisition productivity savings of $5.5MM against a leadership goal of $5.4MM ... reduced engineering touch-time by 50K hours vs a goal of 40K hours ... reduced engineering total cycle-time by over 1200 days• Delivered 20% reduction in Engineering product/process defects (goal was 13%). Assembled cross-functional teams at top global sites to analyze, engage & eliminate repeat defects/material subs. Led 15+ supplier workouts to cut incoming defects by>50%. Met goal in 8 mo. thru data-driven prioritization & visual/risk mgmt. scorecards (cited exemplary@O&G quality)• Led CoQ strategy for the business when the business/functions were focused on competing priorities & showed the inclusive ability to align multiple functions (despite many roadblocks) to ultimately navigate a path to “YES!” Harmonized the critical need for action on CoQ with the new GB certification mandate to finalize a cross-functional CoQ roadmap (120+ projects ~$10MM in YoY ledger savings) with all resources aligned/committed for execution … stage is set for an unprecedented CoQ impact in 1H’15• Drove QMS/API adaptation & continuous improvement at D&S: Internal audits at 20 sites culminating in successful API re-certification ... DPP 2.2 release closing gaps with API, ISO & customer CTQs ... several vendor/engineering interface process updates ... 10+ RCAs (~$15MM cost avoidance), many supporting major customers (Maersk/TOI/Chevron) ... 100+ pro-active ACH/CAPAs, some mitigating enterprise risk (ePIMS/Oracle part status mismatch) ... QMS simplification (20% < metadata, new smart search)

• Key leadership role responsible for driving due-diligence & acquisition business integration for GE Energy & Oil & Gas Engineering organizations• Led integration of GE's $3B Dresser acquisition for Engineering and Quality functions ... led cross-functional groups including product development, Systems & IT infrastructure, functional management, and other key stakeholders• Drove cost synergies, risk management & mitigation, operations management, migration, alignment and simplification of related processes, platforms and applications and helped the new business leverage GE best practices to improve quality, efficiency and reliability of products and processes

• As a project lead assigned to a GE Capital project (GE Smart Grid HQ establishment), I was responsible for overseeing architectural design & construction, office interior design, furniture, fixtures & equipment, A/V & IT infrastructure, logistics, communications and US government stimulus applications ... this was an intensive race-against-time effort that was completed within 9 months, on time and under budget ... GE Vice Chairman John Rice, US Senator Saxby Chambliss and Georgia Governor Nathan Deal presided over the ribbon cutting and inauguration ceremony with customary media coverage, a proud moment for GE and particularly for our project team

• Led CTS Customer Service COE Growth Initiatives in a Project Management capacity• Restructured the Cost Model for CTS Operations Center to identify and isolate costs associated with, and exclusive to, Monitoring and Diagnostics Operations. The induction of various Growth Initiatives necessitated this change so that various budding businesses within GE can be quoted with the appropriate dollar amount that is favorable and encouraging to a growing environment• Provided Functional Specifications to Prognostic and Diagnostic Technology (P&DT) for current programs being developed for CTS Customer Service COE as well as New Product Introductions (NPI)• Observed the role of CTS ‘Super-User’ entailing the conduction of User Acceptance Testing (UAT), imparting of recommendations for the final Approval to Apply (ATA) and overseeing development validation and deployment of prognostic and diagnostic rules to the Monitoring Fleet in the Production environment• Developed technical escalation methods and processes flow diagrams for new M&D Service Offerings• Published Gas and Steam Turbine Operational Assessment Reports for Medium and High Value Contractual Services Agreements• Developed and maintained a standardized Quality Management Review (QMR) Metrics for CTS Customer Service COE. This monthly metrics enables the department to track performance on predefined Critical-to-Quality parameters and progress on NPI and Six Sigma Quality Projects within the department. In addition, the meeting also serves as a forum to escalate Items of Interests (IOIs) to upper Management

• Supervised M&D Operations in a shift lead capacity and trained crew members• Performed diagnostic analysis on turbine systems’ normal operation and failure modes• Analyzed machine operating trends and escalated potential combustion and vibration issues to Product Services• Negotiated ‘first fires’, maintenance activities and emergency forced-outage situations between Product Services, Contractual Services, Field Services and GE Customers • Furnished Trip Event Reports detailing description of episode, root cause analysis and post-failure corrective measures

• Performed Control Room Operator (CRO) duties (Training Assignment)• Fulfilled dispatched schedules by operating four (4) GE frame 7FA combustion turbines• Recorded operating variables and set-points during inspection rounds of GE turbines and Customer Balance of Plant equipment• Conducted Preventive Maintenance on power plant machinery• Performed trend analysis on turbine operating parameters for troubleshooting purposes

Research Assistantship from Engelhard Corporation/University of South Alabama• Designed, constructed, operated and maintained pilot plants• Optimized and troubleshot pilot plant operations• Conducted research into the development of a Dry Process for removal of sulfur dioxide gas from a petroleum refinery process stream• Analyzed gas compositions for adsorption studies employing gas chromatographs• Conducted studies on performance of zeolites