Lead innovation team transformation to Agile while moving from on-prem data storage to Cloud solution in a dynamic development environment. Scrum Master to original innovation team, coach to additional teams. Provide guidance and stability during innovation to best path forward. Working with fully remote on/offshore team• Establish strategic and tactical agile operating models for new teams.• Grow teams from one to six.• Create flexible approach for creating collaborative spaces.• Establish and adapt ways of working

Develop Agile transformation plan and lead transformation for Connected Services. Coach Feature Owners on feature discovery and ideation. Create collaborative environment for developing new connected features for future FCA vehicles.• Lead customer journey discovery for six Product Leads and twenty Feature Owners in Connected Services systems engineering.• Conduct more than 40 feature discovery workshops to explore customer needs and feature possibilities.• 200% increase in the number of features targeted for 23MY vehicles from 22MY features.• Revamp feature development process and how that is shared with the rest of the organization

Agile Transformation for Systems Engineering - Ford EESE Distributed Feature – Dearborn, MI Collaborating with Ford on innovative approach for Agile feature development in systems engineering. Guide team through development steps, offering vision and context for on-going effort, supporting them through several pivots in approach to feature development utilizing soft skills and emotional intelligence. • Develop and lead Agile transformation for six system engineering Feature Owners.• Establish Agile approach, cadence and technical guidance for team, using Jira, working with Feature Owners to develop strategic roadmap for each feature; accelerating tempo by 10%, then 30% by quarter in completion of feature development activities. • 300% increase in velocity in less than a year and continue to see 30% improvement increment over increment.• Identified three “ah-ha” moments; simplification of features to shorten development effort and improve customer experience.Agile Transformation PMO for Vehicle Software Management Tool – Ford VSEM – Dearborn, MI Develop Program Management Office (PMO) and capabilities and lead maturing Agile metrics to guide Agile transformation. Develop and collaborate with business and customer on VSEM portfolio and changing priorities based on changing needs and budget constraints, refining vision and strategic roadmap. • Lead successful release train of 120 team members to transition from waterfall to Agile methodology for VSEM development and enhancement.• Achieved 40% increase in release content Initial Agile increment release had same level of content as previous year’s release in 75% less time.• Continue to see 15-20% increase in content increment after increment.• Drive to automated reporting of 12 different reports and then dashboard reporting to mature lean agile abilities through Rally (CA Agile Central) and other software.

Deputy Program Manager – PMODeputy to Program Director in start-up and execution of innovative CAES (compressed air energy storage) program. Lead for $140M of equipment on program, including P&L, to drive design, development and completion of equipment and delivery to site. • Lead Oil Free Compressor System (OFCS) R&D project between OLN and acquisition, Synchrony. Introduce magnetic bearings in an oil film compressor. • Build team from troubled start and improve rapport between sites. Apply Agile techniques, improve team efficiency and effectiveness, achieving $1.15M worth of work in $900K budget. Creative resource solution to staffing shortage on team. Commercial Program Manager – Operations AmericaProviding leadership and commercial support for high-value contracts from inception to commissioning to accelerate cash flow and revenue recognition. • Guidance to senior leadership whether revenue can be taken on deliveries based on agreed terms for $2B sales annually. Develop creative solutions to maintain revenue stream and customer satisfaction on program.• Working directly with Petrobras in obtaining additional $600K in outstanding revenue on two programs.• Subject Matter Expert on two forms of revenue recognition: delivery and acceptance and percentage of completion. Conducting training to 10 locations on POC revenue recognition world-wide.

Program Manager, M-ATV Supply Chain Managing all turn key suppliers for Plasan on M-ATV (DX rated) program. Lead effort to bring new suppliers online and ramp up to 1000 kits per month to support aggressive build requirements from Oshkosh. Monitor quality and delivery performance, ensuring timely response and implementation of engineering changes in this high tempo environment.• Stabilizing supply chain within six weeks of starting. All suppliers delivering on cadence for DX rated program with no late or missed deliveries.• Actively managing four work packages on M-ATV vehicle, with ten suppliers supporting these parts. Parts 100% on time to Oshkosh’s schedule.• Guide preparation and provide support for suppliers during JPO on site visits and DCMA audits.

Program Manager, Ford Account Manage fire suppression system for Crown Victoria Police Interceptor from concept into production. Voice of the customer, primary interface and sole automotive resource for cross-functional team introducing new technology involving energetics into automotive industry. Responsible for overall success and P&L on project.• Exceed sales target by 200% in 2008 and profit target by 400% by implementing lean manufacturing to operations and improving quality of deliverables. • Mentor team on all automotive expectations in design, development, testing, APQP, quality, PPAP and production ramp up over two-year period that led to successful launch.• Launch ”greenfield” production facility and implement “best in class” training approach resulting in PPM of zero.• Identify process improvements and resolving issues resulting in 40% increase in efficiency and 25% reduction in original selling price while maintaining margins.