Responsible for leading a team of Business Analysts and Project Managers in support of Enterprise initiatives, system upgrades and ongoing production support for their assigned applications and stakeholders. Manage the team to successfully work with both internal and external clients while effectively collaborating with other Operations areas as well as the Technology and Product teams. Manage and develop staff to achieve department objectives including determining staffing needs, setting goals, interviewing, selecting, coaching, and evaluating the performance of all direct reports.Evaluate work/project requests to determine feasibility (cost/benefits analyses) and appropriate department resourcing.Ensure complete analysis and understanding of inter-dependencies, business risks, risk mitigation that could impact or be impacted by the delivery of proof of concepts, new products, services, processes and/or support technologies.Ensure work and projects are completed within schedules and budgets and takes corrective actions, as needed.Develop and provide reports as scheduled or as needed by the business.Manage the accuracy and integrity of User Systems as they pertain to Systems Administration aspects.Facilitate special requests and issues resolution.Develop metrics and reports for management and executive management use.Develop and implement program plans including scope, resource requirements, new program ideas, best practice protocols, and communications.Create and establish program goals, objectives, and deliverables to reflect program vision, while working in partnership with cross-functional teams.

Directed the Quality Assurance function in the design, development and execution of all Quality Management contractual requirements and process monitors, including analyses of results to determine the root causes for continual improvement areas.Conducted meetings to review quality assurance results and identified and managed corrective actions.Promoted and lead continuous improvement teams.Designed, implemented and maintained a comprehensive, robust quality reporting system.Developed methodologies for inspection and sampling procedures, including stratified reviews and client-specific audits.Worked closely with the training areas to communicate training needs identified through quality assurance reviews and data analysis and trending.Established performance standards for production quality and quantity of work with Operations to incorporate QA.Lead process improvement teams for divisional process improvements, contract procurement proposals, or other special projects in order to increase effectiveness, efficiency and cost savings.Managed and developed staff including staffing, performance appraisals, career development and productivity measurements

Organizes, plans, and manages the systems, personnel and other resources to support the Quality Assurance Program at WuXi Apptec Atlanta. Assures the Quality System is in compliance with regulatory and accrediting body requirements (FDA, ISO 17025, and ISO13485). Represents WuXi Apptec during Regulatory, Accreditation, and client audits. Prepares and presents Quality Systems status reports to upper management. Works with department managers and site leadership to meet or exceed Quality objectives. FDA CDER inspection in January 2019 and FDA CBER Inspection in April 2019: No Observations or 483sHosted TGA (Australian Tissue Regulatory) audit with only five minor findings.Host 40-50 client audits annually with one major and no critical level findings. 100% OTD for NCE closure rate for 4 out of 6 months

Increased revenue by $2.7M annually while driving down Fleet Unavailable to Rent by 2.5% year-over-year sustained improvement. Lead standardization of operational processes across the business and Operating Model Implementation Lead five 5S events for Southeast Region Branches to improve safety, morale and productivity. Provided analytical data and data analysis to the Region Management team to better assess performance around key performance measures. Mentored all the Green Belt and Yellow Belt candidates in the Southeast Region.

Driving continuous improvement projects for products and processes across Power Generation Products Engineering. Fostering the Lean Six Sigma DMAIC and DFSS culture and demonstrating accountability for functional, business and broad company objectives. Manage complex issues and meet business needs and contribute to the overall business strategy. • Improved accuracy for advanced hot gas path performance guarantee quoting limits by 1.5% equating to $400,000 per quote by understanding and controlling the drivers for variance as identified in quotes versus actual performance.• Identified the human caused errors for events occurring outside contractual service agreement outages and communicated those risks and preventive actions to the outage execution teams to reduce occurrences during the peak outage season• Developed and Operationalized Metrics for the Root Cause Analysis process and reduced cycle time for Root Cause identification and CA/PA defined by 29 days through process rigor and accountability• Delivered training on Statistical, Quality, and Engineering tools for Power Generation Engineering• Identified risks for NPI and CM&U projects prior to and during outage execution and communicated those risks to the commercial teams through Red Flag Review Simplification• Developed the Major Technical Event Communication Process for PS and PGS• Lead the Simplification efforts of the Thermal Engineering Quality team• Obtained Design for Six Sigma Certification by developing the processes and tools to identify key

Lead process and product improvement using DMAIC and DFSS methodologies in GE Energy. Lead projects for Steam and Generator teams and the Software Solutions Group using parametric and non-parametric tools to improve processes based on data. Applicable tools used include but are not limited to sampling plan design, representative data collection, data validation, statistical analysis including hypothesis testing and correlation analysis, root cause analysis, team facilitation, and project management • Obtained Design for Six Sigma Certification by developing the processes and tools to identify key drivers for unscheduled events totaling $60MM annually occurring outside the contractual service agreement outages and communicating those drivers to Product Service, Design Engineering, and System Integration Teams. • Improved SOX compliance by developing Engineering fiscal input data accuracy and completeness. Identified appropriate systems of record for data required for Engineering inputs for the catalogue process. Improved data availability and accuracy to enable SOX compliance• Reduced the Smallworld software bug count from 1600+ to less than 300 open software bugs by established a sustainable operating rhythm including Agile/Scrum and Line of Balance methods • Improved the precision of Steam and Generator quotes while maintaining the annual accuracy and improving the cycle time for quote generation through Source Book content quality• Improved Productivity by developing a list of high impact lean opportunities with the Productivity Team and leading the weekly operating rhythm for project status and review

Quality Engineer• Reduced Problem Tracking issues using Root Cause Analysis and Continuous Improvement Methodologies. Communicate solutions to Distributors and End Users. Maintained high levels of customer satisfaction due to rapid response and robust problem resolution. • Reduced scrap levels by 15% in the Mark Andy FCV lines. Reduced material transactions and movement by implementing production planning by product families.• Achieved process control on existing key production processes and all new production process installations. • Improved initial release product quality and reliability as well as reduced early life failure by using Quality Function Deployment (QFD) and Failure Mode and Effects Analysis (FMEA). .Printer Cell Manager • Launched the first new hand-held printer manufactured and assembled by Panduit. Worked with Engineering on the design of the hand-held printer and Printer assembly processes. . • Reduced printer assembly time by 15% by implementing use of proper fixtures, improving material flow, and reducing non-value added processes.• Managed $800,000 inventory of assembly parts and finished goods • Maintained an industry leading average 48 hour turn-around time for repairs while carrying only $35,000 inventory of repair parts. • Improved Technical Support service rating from 11th in the company to 1st in a two year period Six Sigma Black Belt• Reduced Order Requisition Costs by $130,000 annually by eliminating non-value added processes• Reduced New Product Development cost by $125,000 annually by reducing cycle time Quality Manager• Lead ANSI/ISO/ASQ Q9001-1994 System Design, Review, and Registration • Reduced incoming, in-process, and finished product inspection requirements by 15 hours per week • Reduced the number of Corrective Action Requests from internal and external customers from an average of 45 per year to 32 per year.