Led and coached an international team of lean leaders on business critical and hoshin-kanri objectives. Strategized with senior leaders across GE’s businesses on top priorities to develop action plans for team members to execute towards.• Gas Power Team Leader - Led a team of 4 to target transformative improvements in material governance process implementing standard policies and frameworks. Developed strategy and approach to improve schedule attainment to customer dates above 95% at domestic and international manufacturing sites.• Aviation Team Leader – Coached a team of 7 to improve component delivery at pacing factory from 45/wk to 102/wk through cycle time reductions, daily management implementation, and new process introductions. Implemented pull across an entire product line to improve customer delivery and reduce warehouse stockouts by 50%.• Renewable Team Leader - Developed the strategy to deploy standards in construction and installation processes. Led a team of 6 in implementation reducing lead time from 21 days to 6 days while developing a daily management system for international project sites to perform RCA problem solving to reduce pre-commissioning defects response time and occurrence. Negotiated framework agreements to reduce lead time from 36 to 18 weeks on critical components.

Supply Chain associate, performed several projects per year & gained exposure to different business models, culture, and challenges. Solved complex industrial problems from scope definition to implementation.Supply Chain Finance - GE Power, Schenectady NY, United StatesPerformed a control based audit on capitalized assets, financials for project integration dates, and depreciation schedules. Reviewed asset utilization to identify cash opportunities through reallocation or re marketing of unused assets.Supply Chain Strategy & Planning - GE Power, Greenville SC, United States Performed gap assessment on material management policies identifying inefficiencies and wasteful practices within materials organization. Developed cross site solutions with business to close gaps and drive adoption of policies.Supply Chain Lean Operations – GE Aviation, Hooksett NH, United States Designed and implemented lean model line within the sectors business that reduced footprint and headcount 60% and improved span to customer from 32 to 9 days. Identified and built go forward strategy to implementing vendor managed inventory solutions on $145M of C-Class inventory.Supply Chain Operational Excellence - GE Healthcare, Milwaukee WI, United StatesAnalyzed operational practices for molecular imaging and computer tomography modality to identify opportunities for the business to attain on time delivery targets.Footprint Optimization - GE Renewable, Global (Remote)Analyzed global footprint for tier II business to identify opportunities to utilize factory synergies to right size global footprint and reduce cost on product. Developed center of excellence model to remove redundancies in manufacturing capabilities and partnered with finance to identify additional cash flow opportunities with unused spaces.

OMLP Role 3: Site Digital Leader - Asheville, NCLed integration of automated cycle reconciliation and conformance through all hot operations. Developed, owned, and trained site in tracking visualizations for business-critical metrics.OMLP Role 2: Production Supervisor - Rutland, VTLed a team of 30 machinists and 2 technicians in production to deliver quality products on time to customers. Established standard training and operations for employees and drove teaming culture by enabling a team of first responders to resolve production conflicts on the off shift.OMLP Role 1: Production Control Leader - Cincinnati, OHLed lean initiatives to increase production efficiency and optimize line capacity through 5S, value stream mapping, & kaizen improvements reducing lead time through critical operations by 40% and increasing cell output by 35%.