SencorpWhite is machine builder of large thermoformers and sealers for the food industry, medical tray and pouch sealers and automated storage equipment• Reorganized machine shop and assembly areas to improve flow• Instituted tiered structure and adjusted hourly pay rates to match skills and capabilities• Streamlined production flow to reduce lead time from 12-14 weeks to 6-8 weeks• Implemented cross-functional methodology and training to support implementation• Worked closely with high schools, techs schools and community college to foster career paths and provided internships

Machine Laboratories, Lenexa, KS (A Milestone Partners Company) – Electronic component manufacturer for automotive, defense and consumer products industries• Filled vacant Director of Engineering position and rebuilt the engineering team, redefined functional roles and responsibilities, implemented cultural change that focused on cross-functional performance and retooled the RFQ process to ensure more timely responses to customers.• Took over as plant manager of 50,000 square foot manufacturing facility turning destructive moral issues into a positive working environment and turned single digit profitability margins into 30% margins by reducing overtime, balancing 24/7 work force, improving product flow and negotiating more favorable contracts with suppliers and customers. Business Analysis Project Manager Feb 2014 – May 2014Martex Fiber, Charlotte NC (A Milestone Partners Company) – Textile recycling• Managed the data collection and analysis of two recently combined companies to optimize human and financial resources, optimized product flow, synergize value streams and ultimately make the combined companies one profitable entity.Due Diligence/Integration Manager May 2013 – Feb 2014Pancon Corporation, Taunton MA (A Milestone Partners Company) – Electronic component design and manufacturer for automotive, computer electronic, industrial, appliance, marine, etc…• Managed the acquisition due diligence phase of a Chapter 11 insert molding and stamping automotive company that lead to a successful acquisition.• Managed the integration of the acquired company into the parent companies systems and culture. • Negotiated new contracts with suppliers to ensure uninterrupted flow of materials.• Managed crisis situation with automotive customers to prevent line down situations.• Streamlined manufacturing processes using value stream mapping and Kaizen events which reduced excess inventory/wip by 35% and eliminated employee walking distance by 65%.

• Integrated small 20 person US technology company into large international corporate culture of a global Danish company, which decreased communication issues and increased productivity.• Hired team of 3 project managers, provided instruction, feedback and mentoring ensuring key issues and milestones of their projects are met. • Managed simultaneous multi-million dollar projects with cross-functional team members worldwide, organizing weekly team meetings via Microsoft Communicator. • Developed new project PowerPoint presentations for executive management review and approval for insertion into development pipeline. • Identified, contracted and managed world-renowned power conversion experts to provide additional technical analysis, allowing executive management another perspective before making final strategic decisions. • Managed the development of components at key suppliers ensuring prototype components were delivered on time.• Negotiated multimillion-dollar contracts with key component suppliers.

• Lead crisis resolution team that identified root cause, executed short-term mitigation, defined & implemented long term solution and provided daily updates to customer. This turned an irate customer into a satisfied partner and generated a 25% increase in orders in the following year.• Managed cross-functional engineering team that designed, developed and introduced technically challenging electrical and optical projects into manufacturing by developing robust processes that were easily transitioned to standard production.• Strengthened bridge between design engineering and operations, improving design for manufacturability.

• Built strong process engineering team, developed new processes, refined existing processes, reduced cost, improved gross margins by 12% while sustaining year over year double-digit growth. • Standardized new product development process, increasing first pass yield from 65% to 95%. • Strengthened bridge between design engineering and suppliers, improving design for manufacturability, quality and cost.• Implemented and optimized a phase/stage gate new product development process which increased first pass yield from 65 to 95%.

• Developed, implemented and sustained a phase/stage gate new product development process with consultants and internal global team in the Americas, Europe and Asia Pacific. The process became part of the corporate culture in less than 2 years.• Managed cross-regional team of 10, maintaining consistency and continuous improvement of new product development process in all global development sites. • Ensured cross regional development programs stayed synchronized so that global launches met customer and corporate objectives for on time availability/delivery. • Standardized 3D CAD tools across 15 global development sites, reduced software costs by $1,000,000 per year.• Managed global engineering service group consisting of mechanical and electrical analysis/simulation, 3-D solid modeling, 2-D CAD and injection molding simulation.• Implemented lite versions of engineering analysis tools to design engineers, reduced computation time on the high-end tools by 50% and reduce development time by 2-3 weeks.• Managed contract design resources that bridged the gap when the design load spiked. This eliminated the need to hire full time staff and save hundreds of thousands of dollars yearly.