Develop and implement standard practice and process procedures in the Program Management Group. Standardize Contract review & acceptance. Implement a satirized process for work order & job traveler ERP entry and tracking. Utilizing my skills in: leadership, mentoring, training development, process implementation, change management, project management and communication skills to build a highly productive, customer centric, program management team. Supporting a diverse customer base that includes DOD -Defense, Nuclear Navy, Commercial nuclear, and a variety of commercial customers.

Quality program and process implementation, rework and author of quality manuals, SOP's and and guidance documents to industry standards and Re-Certification in 2019 - AS 9100D, ISO 9001:2015, and ISO 17025:2017.

In this role, Mark had full accountability for project P&L, including budgeting, forecasting, tracking and reporting, purchasing, and revenue achievement. He directed the entire project scope, from proposal to delivery. He focused on the analysis, design and development of solutions for clients in a team environment. He collaborated with functional and industry specialists to assist with the strategy and execution of solutions using established processes and methodologies.In addition, he created detailed project schedules, collaborated with engineering and design to ensure regulatory compliance, and wrote Quality Assurance Project Plan (QAPP), including applicable Quality Assurance Manual (QAM) processes. By working closely with the senior leadership team, he served as change agent, and mentor. He ensured interaction with leadership should stimulate thinking by posing new ways of doing things, challenging conventional wisdom and demonstrating successful application of Lean Manufacturing principles. He implemented current and new business activities by developing plans and strategies to meet customer requirements.Highlights:✪Directed numerous complex engineering projects, with full P&L responsibility for each project as well as $12M of the branch’s $24M total annual revenues.✪Leibstadt Nuclear Power Plant KKL–Switzerland RPV Inlet Nozzle Plug Project ($770K) - Led successful build and delivery of complex plug project and achieved additional $77K in revenues.✪DTE Fermi / Neutron Absorber Material Snap-In Insert Project ($6.6M) - Managed 2-year program with multiple engineering and regulatory document submittals and approvals. Surpassed revenue attainment targets supporting branch’s under-performing projects.✪Duke Brunswick Reactor Head Tensioner Carousel/Strongback Project ($1.3M+) - Achieved corporate revenue attainment targets and reduced original schedule by 9 weeks, resulting in highly satisfied customer who subsequently ordered 2 refuel auxiliary bridges.

In this role, Mark contributed to client satisfaction by providing value added services and work products by using individual knowledge and insights. He maintained a focus on detail to ensure deliverables of the highest caliber, while maintaining an understanding of the big picture. He worked with leadership teams to deliver on key initiatives for improved product quality, increase safety, cost reduction, capacity improvements, revenue growth, strategic planning and building high performance teams. He worked with production on component and material purchasing also interacted with vendors and suppliers to ensure quality requirements.He provided leadership, strategic direction, and set goals and objectives, drawing upon deep and broad business experiences to create a world-class quality function. He worked with vendors to determine appropriate material specifications as well as worked closely with production, quality, product engineering and support teams. He designed processes, evaluated results and drove solutions to improve the processes.Highlights:✪Developed refined and automated processes for customer contract review and approval.✪Shortened contract acceptance cycle from 8 to 3 days, providing additional time to complete project tasks improving efficiency.✪Played key role in generating $1.6M in revenues and continual field service work contracts for the next 3 scheduled outages through management and renegotiation of the Washington State Columbia Nuclear Power Plant’s “Control Rod Drive” rebuild program.✪Drove reduction in time to produce Inverter/Power Supply (8 units) from 4 days to 1 day, increasing both productivity and the morale of the team. Worked with the Inverter/Power Supply and Relay manufacturing team in applying Lean 5S to the production process, leading to a reorganization of the entire area.✪Developed and administered the Employee Recognition Committee Peer Award Program, including spot bonuses awarded by peers for outstanding performance.

In this role, Mark was responsible to build project schedules, with assistance from Technical Director to understand task order and stages of engineered product design and manufacturing. He worked with team members and customers to analyze product requirements and other required information. He hired senior modelers with diverse tool design and prior leadership experience to act as the single point of contact for improving skill and communication levels. He planned and coordinated all aspects of the Manufacturing Engineering team to achieve world class process control, enhance responsiveness to customer concerns, and reduce cost of poor quality by establishing and sustaining robust processes.In addition, he served as the QA audit liaison for regulatory compliance audits involving the Nuclear Procurement Issues Corp. (NUPIC) and the Nuclear Industry Assessment Committee (NIAC). He consistently achieved accreditation, leading to Preferred Vendor status across the global nuclear power generation industry. He led project delivery teams in the provision of high-quality service and worked closely with sales-focused team members to develop and expand client relationships. He developed opportunities for and led teams in both engineering and design build projects. He contributed to 5+ consecutive years with zero incidents, accidents, or missed work days as a corporate-trained Safety Professional and Safety Officer for the division and faculty. He assisted in writing and rolling out the corporate OSHA-compliant EHS Safety Manual.

Providing cross-functional global business practices guidance and contract development support to IBM hardware and software product development and offerings. Serving as subject matter expert on cross-functional teams to bring innovative industry-leading offerings to the marketplace. Developing contract terms to balance marketplace acceptability with appropriate protection for the IBM Corporation. Participating in numerous process re-engineering initiatives to improve IBM’s effectiveness and operational efficiency while reducing costs.• Led the successful convergence of two product server lines, System i and System p, into one unified product set, resulting in reduced development, manufacturing, distribution and operational costs while continuing to concurrently support any or all three Operating System environments (IBM i, AIX and Linux).• Spearheaded the implementation of new version of ‘Statement of Limited Warranty’ for IBM branded server products, supporting new product structures, service levels and terms.• Created drafted terms and drove the enablement of ‘Temporary Use of a Program’ contract, deployed June 2008, resulting in $8MM in revenue for the System i brand.• Brand team member for the Restriction of Hazardous Substances (RoHS) compliance and implementation of IBM branded server products, supporting new product structures, service levels and terms.

• Program Director for IBM’s Info-Print products exchange depot center program. Wrote, developed and implemented the program process to conform to ISO 9001 and all business guidelines supporting IBM warranty and maintenance customers.• Partnered with account and product managers to develop and support specific service level agreement (SLA) objectives and targets, special offerings resulting in maintenance revenue growth of 4MM.• Monitored, analyzed and evaluated inventory levels, reviewed trends, evaluated and adjusted stocking levels to adequately support the customer base, resulting in eliminating unnecessary cost or stock, saving 2 MM.OEM Maintenance Project Manager PMP (Certified Project Manager) (2001 - 2005)• Liaison to Lexmark and IBM’s field personnel regarding Other Equipment Manufacturer (OEM) maintenance. Spearheaded, implemented and maintained the project, growing maintenance revenue to a $6MM annual contract with Lexmark to support and provide maintenance of Lexmark logo boxes.• Analyzed, monitored, reviewed, tracked and drove IBM’s performance against targeted Service-Level Agreements (SLA’s), achieving a level of 97.5%+ against a 90% target, resulting in a 7.5% monthly bonus payment 3 years consecutively.

Managed service technician’s team. Oversaw 19-29 employee Customer Engineers (CE’s) for the geography of Bronx, Dutchess, Putnam and Westchester counties in New York. Part of the District three field organization with an annual revenue plan of $36MM, of which my teams’ portion was $8MM. Beat expense plan and exceeded revenue plan five years consecutively. These contributions helped gain an overall #1 rating for District 3 four out of five years running. Always motivated and focused employees, delivering the highest customer satisfaction in the district.