Engineering Manager over ATO/MTO pumps where I manage a 14 Engineer staff on all aspects of product and order engineering including BOMs, routings, relevant CAD and customer drawings, advanced engineering analysis (structural, mechanical, material, FEA, FMEA, CFD, etc.)In 2019, lead this staff to their best departmental performance improvement in a decade including 85% error reduction, 98% on-time performance, and 40% engineering hours reduction.I also coach and support Flowserve site globally including Germany, Spain, France, Canada, Mexico, Brazil, Mexico, China, and, especially Inida.In 2019, I received the highest level Spirit of Flowserve award for developing and coaching engineers from Spain, China, India, and the United States in our global engineering training program. I was also names one of four Champions on Flowserve's University Rotational Leadership program for mentoring a recent graduate engineers.For projects in my first year, I managed engineer team through the first successful corporate successful launch of “Assemble to Order” lead-time reduction initiative to reduce product lead-time from 16 to two weeks.For employee engagement and team skill development in my Year 1, I launched site programs of Engineering Skills Matrix, Recognition and Rewards, Safety Champion, Lean Coach, and Customer Experience.In 2020, my focus is driving and supporting the necessary business and engineering method changes at all ATO/MTO sites to maintain the highest morale, continuity, quality, and operational performance, resulting from COVID19's global impact. These new challenges coincide with my selection as the back-fill for the Global Engineering Director during a planned extended leave of absence.

Oversee project and Product (R&D) engineers at five global sites including Chesapeake, VA (USA), Madrid (Spain), Brussels (Belgium), Amsterdam (Netherlands), Chicago (USA). Provide dashed-line support management to Engineering Centers in Bengaluru (India) and Mexico City (Mexico).Support global engineering and business (product) strategy development, cascading of all corporate strategies, especially engineering, ensuring understanding, buy-in, development, and success of all engineers through exceeding results, beating due dates, providing other deliverables (financial, environmental, team building, etc.) while ensuring a reasonable work-life balance and succession plan for all.

Manage Engineering Staff will a focus on business portfolio and manufacturing capacity growth within the boundaries of improving Safety, Quality, Delivery, Cost, and Morale (in priority).. Champion of the companies 10-year business and capacity growth plan in Virginia Beach aimed at expanded our business (and associated manufacturing capacities, personnel, infrastructure, and product portfolio) by 400%.Create, set direction, and approve corporate capital spending budgets in excess of $4 million annually. Research, justify, acquire, and launch all new major capital purchases, which include a new $2 million manufacturing system in 2018, renovation of a 10,000 square foot warehouse through 2019, and launch of three new product lines (~25% volume growth) by 2020.Manage 14 direct reports in Engineering, Maintenance, Facilities, and Safety plus have directional leadership with product engineering, production control / materials, and production operations (about 105 people total).Analyze and adapt strategies and goals in light of actual and expected company performance.Executive committee member for business-wide Lean improvements (Toyota Production System method), Total Productive Maintenance (TPM), ISO9001-2015, and advanced program solving training (i.e., 8D, A3, PDCA, Ishikawa/fishbone. and Failure Modes Effects Analysis [FMEA]).Main technical point of contact (POC) with sister facilities in Germany, Switzerland, UK, and Czech Republic.

Manager of 90+ hourly employees on three shifts plus 8 Manufacturing Engineers including promotions, reviews, work schedules, training, attrition coverage, and disciplinary actions.Create and manage an average $4.5 million operating budget and $2.0 million capital budget. Annual performance on each averaged 3% and 7% below budget, respectively. Led department through its largest year of growth in 2008 - 4 million units and 128 people - and worst year of decline in 2009 - 3.2 million units and 93 people.

Created culture-based training plans and polices to support relocation of existing business process to foreign nations without loss of quality, productivity, or project’s investment return.Coordinated the $8 million transfer of equipment from the USA to Mexico and Brazil including introducing a higher culture of quality that reduced product cost by over 23 percent.Led purchase of Columbia, SC plant and subsequent installation of best-in-class prop-shaft assembly equipment and methods that reduced product cost by 12% (CIF) versus Europe.