· Senior Advisor assigned to lead over 10 large projects across multiple departments targeting process inefficiencies, costs, and developing a culture of continuous improvement. Overall savings opportunities identified exceed $200MM. · Oversaw training and coaching of over 50 Lean Six Sigma candidates through project development, execution and implementation. Over $100MM in savings opportunities were identified. · Assigned as the department risk coordinator in charge of overseeing regular risk reviews of ongoing work, assessments of planned work, and developing, executing and regularly reviewing the department risk management procedures. · Tasked to support special re-organization projects within the company to focus on necessary process and system changes throughout conceptual design and decision making.

· Managed and mentored a team of seven project managers responsible for executing and delivering over $150MM in subsea wellhead and casing equipment orders annually. · Faced with challenging deliverables for customers, worked closely with all business functions to align supply and manufacturing capacity with customer drilling operations. Strategically planned outside support for various manufacturing components to ensure adequate throughput capacity. · Work closely with Finance to track progress against quarterly commitments, updating business leaders on risks, weekly progress. Also responsible for oversight of order execution, financial margins, and deliverables. · Implemented reviews and cross-functional meetings to ensure efficient and accurate order execution. . Worked with Supply Chain to implement sustainable operational changes to ensure timely product delivery through consisted business operations. . Oversaw a record year in delivery of equipment – 80% increase year-over-year for the business while reducing overdue backlog by 95%.

· Selected to lead a team of six project managers to execute over $80MM in annual sales within budgets, schedules. · Oversaw process improvements for the execution team to ensure consistency and improved business communications, as well as improved service to our customers. · Managed contract execution and administration of all terms and deliverables, working with legal and contract administration team to ensure appropriate risk management and oversight. · Oversaw customer change orders – quoting, terms and schedule commitments while ensuring margins are maintained for projects.

- As project manager for new sales contracts with revenues over $114MM, I oversee the engineering, procurement, manufacturing and installation of aeroderivative gas turbine generator sets. - As CM&U Project Manager, I managed over $50MM in upgrades for power plant operations, including repowering of existing gas turbine generator sets with larger turbines. Responsibilities included managing financials for the project including recievables, revenue recognition and all costs throughout the project.

- Responsibilities included overseeing development of product offerings for Services, including marketing strategy, engineering design and financial return analysis. Involved with Marketing, Sales, Engineering, and Finance team in tranlating customer needs in to product offerings.

- Supported Project Management department with process analysis and implementation of change to realize business improvements throughout project lifecycle. Worked directly with the manager of Project Execution to facilitate change and provide feedback through metrics on measured improvements.

· Promoted to the rank of Lieutenant (O-3) and assigned as Company Commander for Navy Mobile Construction Battalion Twenty-Eight with organizational responsibility of 125 persons. · Served as the Officer-in-Charge (OIC) of Houston detachment with admin responsibility over 170 persons, including training and scheduling operations. · During 2007 deployment served as detachment OIC for 55+ Navy Seabees tasked to support the Army Special Forces.

- Tasked with and successfully resolved reliability issues on Diesel engines that were both in production and in pre-production. - Worked closely with manufacturing after design changes were released to ensure effective implementation of new designs. - Utilized Six Sigma methodology on known problems to identify root cause, develop solutions which both resolved issues in design and manufacturing, but also reduce manufacturing work and reduce costs.