As a Process Improvement Consultant at The Green Dot Group, my mission is to facilitate transformative change within organizations by adhering to our core consulting principles. I start by embracing the current state of operations, ensuring an honest assessment that sets the foundation for meaningful improvement. By empowering all stakeholders to participate, I foster a collaborative environment where diverse ideas and perspectives converge to drive innovation and efficiency.I believe that sustainable change is driven by the people it impacts. Therefore, I work closely with teams to identify opportunities for improvement not only through large-scale projects but also through everyday activities. This approach allows for continuous value addition, leading to significant and lasting results over time.My role extends beyond implementing changes; it includes creating a culture of continuous improvement. By involving team members in the change process, I increase accountability and ensure that improvements are embraced and sustained. Together, we can reshape organizations and elevate their performance to new heights, driving success at every level.Let's connect and explore how I can help your organization achieve sustainable improvement results and drive meaningful change from within.

Lead a team of ~100 production associates, supervisors, business analytics and process improvement professionals who facilitate the end-to-end operational flow. Implemented a culture of strong interdepartmental partnership and mindfulness on daily improvement that has yielded the following key results:• Increased YoY efficiency by 28%• Reduced scrap YoY by ~30K.• Training cost reduction of 1,300hrs, while implementing and maintaining cross-training opportunities across production lines• Reduced mfg. lead time in model cell by 28 days.• Reduced mfg. past due by $800K. • Coordinate and monitor the work of various departments involved in production and provide direction to supervisors including weekly load management, headcount allocation, and performance• Work with the VP of Operations to drive the operations’ team short term and long-term strategy as well as reporting out on status of current and future initiatives• Collaborate with executive-level and floor-level management in the development of performance goals and long-term operational plans• Ensure cross functional development and assist in the consolidation and integration of quality and operations across multiple areas• Generate operating rhythm and drive communication and recognition at all levels in the plant to be consistent with the business strategy• Maximize efficiency and productivity through extensive process analysis and interdepartmental collaboration• Analyze current operational processes and performance, recommending solutions for improvement where necessary• Collaborate with Operational Excellence Engineer to implement Lean process workflows throughout the plant

- Improved upon manufacturing and business processes through the application of Lean Manufacturing and other Operational Excellence principles.- Initiated, led and implemented multiple projects simultaneously to deliver measurable business results in the areas of safety, quality, service, and productivity improvement projects.- Used effective project management methodologies to ensure that projects have well defined and appropriately scoped charters, milestones, thorough risk analysis, and logical benefit estimations.- Assisted in production operations to drive improvement in manufacturing efficiencies by utilizing continuous improvement techniques.- Applied Lean Manufacturing and Six Sigma tools and methodology throughout the manufacturing facility and processes. - Continue to drive the standardization of processes and implementation of metrics and best practices. - Maintain KPI targets in line with business strategy- Reduced lead time of products- Reduced past due days- Reduced dollar amounts- Increased throughput 4x - Created a model cell area- Established visual management, strategy deployment

Providing organizations that are seeking a culture of continuous improvement the ability to quickly identify non-value added steps in a value stream and remove them efficiently. Teach, mentor, and facilitate training to individuals providing them skills that bring organizations increased quality, shortened lead times, and reduced costs. Experience includes industries such as: Manufacturing, Government Contracts, Service and Repair, and Healthcare.• Experience working in manufacturing (Medical Devices) settings to reduce lead time of products, reduce past due days / dollar amounts, and create a model cell area that yields 4x production and throughput. • Partnership with the Department of Workforce Development to teach Lean Six Sigma Yellow and Green Belt certification to in-transition individuals• Offer skills-based training in Indiana correctional facilities through WorkOne of Central Indiana• Lean Coffee Indy networking facilitator, host, and founder; Bring together hundreds of lean, operations, quality, and transformation practitioners from multiple industries for the opportunity to practice share and problem-solve together• Partnership with IGH (Indianapolis Gastroenterology and Hepatology) to embed lean practices into their organization through training and partnership with their practitioners and staff• Automotive industry consultation to organizations with expanding footprints; consulting on operational, administrative, and reconditioning improvement opportunities

Implemented several value-based initiatives system-wide that worked to improve hospital service, improve cycle times, reduce hospital-acquired infections, and increase measurement capabilities: ultimately resulting in net increased patient satisfaction scores and quality outcomes.• Developed and implemented online Lean Six Sigma White Belt-level training to entire network of ~18,000 associates and 15 hospitals: Increasing awareness of organizational approach to daily improvement• Integrated senior leadership into the daily improvement process and fostered staff engagement through the creation of Managing for Daily Improvement approach that adopted visual management queues on hospital units, and by facilitating “Gemba Walks” for leaders to have the opportunity to hear from floor-level staff about improvement opportunities, challenges and outcomes• Partnered directly with senior and supervisor-level management to improve outcomes such as reducing hospital -acquired infections by 50%, achieve target vaccination levels, and achieve improved quality through cleanliness and process standardization; Overall result in improved patient satisfaction scores as measured by Press Ganey• Developed Lean Yellow and Green belt programs, including Executive-leadership course, training over 1,000 associates and arming them with tools necessary to embed improvement practices throughout the hospital system• Played integral role in developing urgent response to COVID-19 needs including increased hospital capacity planning and optimized throughput of vaccine administration clinic. Net result of 220% capacity increase with a potential surge capacity increase of up to ~400% increase

Oversaw service operations for all corporate dealerships across the country; Leader of a thirty person management team and over three hundred team members in my downline; Established a platform for enhanced reconditioning methods, managed P&L and built vendor partnerships to reduce and control costs• Year over year P&L improvement to bottom line management as it relates to service profitability by leveraging national relationships for purchasing and optimizing operational reconditioning platform• Benchmarked and enhanced customer service index, ultimately increasing scores by 10%, achieving a net 92% index• Developed a national platform for sales inventory supply chain sustainability, increasing throughput by 30%• Implemented leadership development and succession planning for transformational change management• Implemented scrum approach to problem-solving and project management that was adopted across service and throughout other functions within the organization.

Implemented lean processes as it related to full-scale reconditioning of vehicles and was responsible for the introduction, development and embedding of lean adoption across organization. • Key results included reduced shop and lot footprint by 25%, Shortened unit cycle time by 40%, and revenue generation through scrap and byproduct purchasing program implementation• Partnered in development of IT interface using Agile methodology to support the production system outlining both stories and epic projects• Employed value stream analysis mapping current and future state streams to guide rapid improvement events. This methodical process ultimately led to a reduction variation within processes, ease of management, training, and greater visibility

Design, develop and implementation of a strong business plan and assisting in the establishment of a successful structure for a new and growing business. Performed analysis of operations to ensure substantial gains and efficient use of resources in addition to: - All phases of market research- Business planning- Staffing- Training- Payroll

Successfully completed and management rotation program including Cosmetic and Parts Supervisor roles, Technical Production Manager, Reconditioning Production Manager and Operations Manager in effort to ultimately lead to Process Improvement Specialist role where key successes included: • Implemented Quality Focus Program which drove down reconditioning costs in the traditional model, saving an estimated $30MM• Supported successful grand openings against a structured timeline, training team members to prepare for opening and enhancing their onboarding experience• Decreasing door-to-door cycle times by ~2.5 days• Mitigated rising reconditioning costs and lowering the per vehicle cost by an average of $300 for an annual overall average savings of $120MM