- Managed full life cycle of continuous improvement, including internal audits, corrective action execution, and process improvement initiatives- Established risk analysis methodology, including risk/control framework, to build out internal audit strategy, department priorities, operating rhythms, and metrics- Developed internal audit strategy with focus on audit execution & effectiveness. Coached team on improved collaboration with functional leaders, audit strategies, articulating findings & observations, and partnering with corrective action owners- Owned written procedures for Government Property management; developed process to review and manage updates of written procedures for compliance and effectiveness- Coached corrective action leaders, internal auditors, and leadership team on collaboration and problem-solving strategies. Developed training, work instructions, and guidance documents to increase usage of Lean tools and improve process rigor. Established review processes and expectations to drive accountability- As a people leader, inspired a positive, open, forward-looking culture; encouraged open discussion; and created a space where team can brainstorm, challenge ideas, and explore new/different processes & styles

- Drove culture change around product cost awareness and accountability by establishing relationships across functions & divisions and partnering with product lines to develop product cost strategies- Partnered with Supply Chain, Product Management, Sourcing, and Finance to evaluate cost management best practices across the enterprise and develop the MSO Product Cost Playbook

- Evaluated cost management best practices (tools, organizational structure, process, operating rhythms, etc.) across the enterprise and provided an action plan to the senior leadership team- Partnered with Business and Supply Chain teams to evaluate details of capex funding needs and develop an action plan & risk/abatement plan to meet stretch targets (alternate funding sources, schedule changes, etc.)

- Lead hardware life cycle cost analysis for key NPI programs by engaging a cross functional team to refine estimates, enhance existing analysis methodologies, evaluate cost reduction opportunities, and incorporate enterprise best practices- Partnered with Business and Supply Chain teams to establish a process for identifying capex funding needs by evaluating risks & opportunities

GE’s VCPLab (Variable Cost Productivity) partners with product management teams across all GE businesses. The VCPLab has the unique opportunity to leverage best practices, tools, and data to all GE businesses with goals to deliver contribution margin to the business and create a culture of cost out as a science.• Established & deployed the VCPLab operating rhythm & review processes all business teams. Provided on-going training and mentoring to team members on processes, project planning, and project execution to project deliverables and team metrics. Developed peer-review forums to educate and share best practices across the VCPLab• Facilitated Action Work Outs (AWO) and cost workshops to support project idea generation. Leverage lessons learned and best practices across the GE business units. Managed workouts at GE Healthcare that identified $5.6MM in 1-year savings opportunity; demonstrated flexibility and clear thinking in organizing workout, facilitating & encouraging discussions, and driving development of business cases. Mentored junior team member through preparation and facilitation of a workout that identified >$4MM in opportunity.

• Certified General Electric Lean Six Sigma Black Belt (11/2015)• Implemented, consulted on, and enabled various process improvement initiatives across functional areas and divisions. Successfully worked with multiple levels of management. • Delivered Six Sigma & Lean Green Belt training and coached/mentored team members on process improvement and simplification efforts.• Supported the development and implementation of Agile & Scrum processes within the Black Belt team, resulting in a significant productivity improvement.• Supported management of financial metrics for a department of 600+ employees by developing simplified financial reporting, collaborating across departments, engaging technical and financial counterparts to determine funding sources, facilitating implementation of productivity, etc. Provided on-going support to the leadership team to ensure department met monthly and yearly metrics & deliverables.

• Team lead for derivative TS/TP engine and proposal initiatives. Contributed to the development of derivative engine configuration options to meet challenging customer requirements. Demonstrated ability to work effectively across disciplines and change direction as necessary to meet customer needs.• Performance team lead for Korean Helicopter Program power management program and on-going flight test support. Coordinated regular meetings with internal and external customers to acquire consensus on technical requirements and expectations, communicated schedule, and addressed customer needs and concerns.

2-year Leadership Rotational Program with experiences in Program Management, Technical Data Analysis, and Engineering Development Testing (supply chain).

• Manage GE recruiting efforts at Worcester Polytechnic Institute (WPI) for all GE Businesses and programs• Represented GE at the 2015 National Association of Colleges and Employers (NACE) Conference as part of a WPI panel discussion on STEM and Diversity recruiting• Responsibilities include establishing strategic plans, financial management, program decisions, and team resource planning