Responsible for identifying and purchasing entire competitive vehicle componentry to complete an engineering and marketing study. The main objective, to ensure we are providing the “Best of the Best” quality designed parts at economical costs and meeting all company quality standards. This is accomplished by working with engineering, manufacturing, purchasing and sales to maximize all design opportunities and minimize both costs and risks.

Plan the delivery of the overall program and its activities with the goals of the organization.Programs: SAHR park brake, RS145 Carrier, Disney world monorail axle remanufacturing program.Launched the SAHR brake program in four months, design to production. Worked with overseas suppliers, completed assembly line layout, fixture design, PFMEA, and work instruction. Cost saving of $140 per brake $420.000 per year. RS145 was a cost reduction program. Resourced carrier shells, pinion & diff halves with overseas suppliers. Reduced cost of RS145 carrier by $429.00 per carrier. $1.5 million in cost saving per year. Monitored performance of the Disney re-man program. Remanufactured axles for the monorail system. Provide weekly or biweekly meeting minutes on all programs to team leads and senior management. Updated master timelines.

Ran PETE process, trained CSRs and others, actions that resulted in significant revenue generation and improvements in customer service for aftermarket business. Reduced customer wait time form three months to seven days or less.Assists in the design, development, and modification of new product. Moved from forged gears to cut gears & reducing the number of gear suppliers & cost.Identify & resolves part number problems by investigating customer issues, identifying solutions, recommending action and providing customers solutions.Create new exploded views for axles, carriers, wheel ends and brakes. Increased production on exploded view 23% in one year.Design create & implement fixtures and work instruction for low volume service work on parts no longer in production.

Promoted to Director as a result of performance in program management role.Responsible for five program managers, plus programs of my own. Working with all program mangers I was responsible for thirty five different programs totaling $260 million in sales per year.Programs: GMT355 Skid Plate, ZR5, Trailblazer SS, Envoy Denali, H3 Special Edition, H2 Special Edition, SRX Front & Rear Fascia’s, HHR Load Floor, Z06 Decals, Nissan Onyx and Titan, and Foose Mustang.All programs launched on time and on budget.HHR load floor was moved from a distressed supplier losing money to an in house profitable program.Other areas of responsibility included initial program quoting, support of technical reviews, development of master timelines, coordination of APQP activities, sourcing of Tier II suppliers, tooling development, and technical support. Single point contact for the Customer. Supporting and coordinating team members to ensure all aspects of the program from design through product launch are executed flawlessly. Responsible for the financial performance of the program, including tooling and piece price profit margins.

Promoted to Program Manager as a result of performance as project leader.Programs: S-10 & Blazer Xtreme, S-10 4 door, S-10 Extended Cab.All programs launched on time and on budget.The S-10 4 door program launched P20 steel tools PPAP complete in 6 months start to finish. The program was intended for 25% of production however it was so successful it was installed on 90% of production.Other areas of responsibility included initial program quoting, support of technical reviews, development of master timelines, coordination of APQP activities, sourcing of Tier II suppliers, tooling development, and technical support. Single point contact for the Customer. Supporting and coordinating team members to ensure all aspects of the program from design through product launch are executed flawlessly.