Specialized in originating and developing analysis methods, I bring a meticulous approach to assessing the reliability of components, equipment, and processes. My high industry IQ enables me to effectively acquire and analyze data, prepare comprehensive reports, and build robust business cases that optimize overall asset availability through implementation of ISO 55000 governance aligned strategy. Published contributor for Chemical and Oil & Gas trade magazines providing expert knowledge of Maintenance Optimization, Turnaround Preparation, Operational Readiness and Scope Development.

Senior level position responsible for developing strategies for Asset Performance Management for plant physical assets. I provided expertise into all things Maintenance to include organizational development, reliability, CMMS and work flow optimization, materials management and improving maintainer wrench time.

Engagement leader, credited for Optimized Scheduled Maintenance Productivity, Cost-Efficient Turnaround Management, Improved Plant Performance and Strategic Outage Planning and Execution.• Improved scheduled maintenance productivity for large chemical manufacturing facility from 36% to 72% by reducing costs 20%, reducing impactful delays by 70%, improving maintenance planning accuracy by 75% and the reduction of crafts travel time by 40%. • Achieved $2M in savings for chemical processing plant, dramatically reducing Turnaround scope by developing and implementing a management operating system that aligned with ISO 55000. • Implemented an operating strategy dramatically reducing plant downtime triggered by process-related buildup in critical equipment using Failure Modes Effects Analysis (FMEA) and effective asset condition monitoring.

Provided industry-specific consulting to manufacturing, aviation and aerospace sectors. Contributed to planning, execution, and delivery of consulting projects within specified timelines and budgets. Implemented best practices and innovative solutions to drive continuous improvement• Delivered strategic approaches that fostered active management behaviors resulting in improved overall productivity and schedule compliance for leading aerospace and defense company.• Achieved 27% cost reduction in CNC machining area by coaching and mentoring Operations Managers in developing KPI-driven mindsets and establishing realistic objectives based upon capacity and output. Achieved savings of $450K annually.

Culture Leader. Managed inbound and outbound and order filling operations for 1.5 M square foot distribution center for direct-to-consumer order fulfillment. Delivered performance-centered oversight to 8 salaried supervisors and more than 200 associates to ensure and enhance procedural development. Encouraged culture of productivity and Continuous Improvement. • Increased Outbound Productivity from 75% to 90% and Inbound Efficiency from 72% to 85% by implementing Short Interval Control to proactively monitor performance and by reinforcing a culture of accountability.

Project Manager (2008 – 2010)Led daily operations of a multi-purpose business unit, overseeing material processing and bulk pharmaceutical manufacturing. Directed scheduled outages, ensuring meticulous documentation for equipment, materials, and process training.• Managed a $3M capital project, expanding the business unit; collaborated with engineering and construction to meet strict schedule milestones.Operations Leader (1997 – 2008) Supervised a high-performing team of 8 to 15 process technicians in the production of active pharmaceutical ingredients and intermediate bulk pharmaceuticals. Tasked with accountability for GMP, process productivity, quality, safety, and employee training and development. Plant start-up experience from construction, equipment installations/commissioning and validation. • Facilitated process changeover Kaizen that increased efficiency of process changeovers for major equipment maintenance and decreased downtime from 3 days to 16 hours.