• Led the company’s first strategic planning initiative, created objectives that aligning sales, marketing, and operations, along with implementing monthly KPI’s to drive growth, reduce cost, and increase company profitability.• Developed and implemented tools and processes within both engineering and sales to reduce quoting time from weeks to less than a day.

• Created and implemented a phase driven process for product development, distinguishing between standard and non-standard system development, resulting in reducing engineering time by 40% and project cost on standard systems by 22%.• Implemented throughput tools and visual management that identify and resolve resource conflicts within the organization and communicate the health status of a project to our customers.

•Developed and trained the organization on Lean product development techniques and created scalable processes enabling the company to grow from $15M - $32M in 2019.• Increased project on-time delivery from 30% to over 90% while reducing project duration by over 20%. Company was growing and product development was struggling to keep up the pace of delivering projects. To speed up processes, I trained all of the project managers in LEAN product development and implemented Critical Chain Project Management (CCPM), portfolio management and project prioritization. • Decreased manufacturing lead time by 75% for 5G telecommunication poles for the California market.•Reduced shipping errors to zero and decreased shipping costs. The Shipping department was disorganized and many products were shipped to the wrong location or incomplete, resulting in increased shipping costs and dissatisfied customers. Led the shipping team through Value Stream mapping of the shipping processes and identified inconsistencies and communication breakdowns. Implemented single piece flow base on customers’ orders and revised the shipping templates to be single use.

• Increased engineering throughput over 50%. Isolated engineering silos at RMB hindered production planning. Established Best Practices and engineering work standards. Utilized Lean tools to minimize waste and leverage dynamic resource allocation to alleviate demand spikes. Prioritized work and created pull system. • Achieved 25-30% increase in manufacturing throughput. Implemented single piece flow system, establishing takt time to schedule start of production when material was released to the floor and to control WIP. Assured production start times matched rate of RMB’s customer demand. • Reduced time required for quoting process by as much as 75%. RMB’s aerospace business segment sales team was taking days or weeks to respond to RFQs. Conversion rate from quote to purchase order was low. Streamlined quote calculation process. Increased conversion percentage of quote-to-PO from 20% to over 65%.

• Developed business processes enabling the company to increase throughput without increasing head count. Implemented LEAN practices and standardization, driving On-Time-Delivery, and reduced lead times from customer P.O. to first article delivery. • Re-established a phase gate process for engineering development, focusing on cross functional inputs and deliverables at each phase. These inputs and deliverables were then used to facilitate communication and reduce dropped handoffs.• Made possible 25%+ revenue growth and 50%+ EBITDA growth in one year. RMB’s sales had been flat or declining for three years. Implemented new policy linking three-to-five-year growth strategy to yearly improvement targets. Trained organization in how to develop improvement targets, action plans and root cause countermeasures.

• Introduced new methodology for managing and prioritizing project activities and resources, boosting project on-time delivery from 20% to 100%, and cutting project timelines by 15% to 33%. • Designed and implemented a visual portfolio management system that drove project priority and organizational alignment so product specifications and resource requirements were clearly established prior to the project entering development.• Re-defined the company’s product development stage gate process aligning the organization on the expectations and deliverables of each phase making the process consistent and predictable across projects.

• Developed and implemented a new methodology for product development and project management boosting on-time delivery from 0% to 90% in one year and product development maturity level from 1 to 4 in two years.• Led new product development initiatives utilizing distributed teams within the US, Europe, India, and China allowing the company to increase the number of product being developed and launched each year.• Led a multi-operating company team within Danaher, utilizing the best practices developed at Hach to create a project management training module that was added to the Danaher Business System tool box.

• Developed and implemented a visual priority and resource management system for the engineering services group resulting in task times being cut by as much as 50%, increasing throughput by 30%, and increasing on-time-delivery from 25% to 95% within six months.• Led new product development initiatives utilizing distributed teams within the US, Europe, India, and China allowing the company to increase the number of product being developed and launched each year.• Developed a new product development project planning method that reduced project planning and resourcing from greater than 2 months down to one week.

• Developed and implemented Lean Single Piece Flow methodology across all the engineering services groups. This resulted in “On Time Delivery” (OTD) going from about 25% to 95% within the first year, and reduced overall task duration by an average of 50%.• Created standard work for all the engineering services departments through identifying required inputs and deliverable. This established consistent communication between the services organization and the development teams, resulting in project delays due to shared resources going to zero.• Successful in setting up and working with India design centers for doing engineering development and sustaining activity. I spearheaded sending lower value work offshore to free up internal resources for innovation. • Led the culture change within engineering from reactive to proactive, with a focus on adding value. The result was the organization invested over $1M in capital to fund departmental initiatives. This investment allowed for further efficiency gains, development capabilities, and resulted in a $200K/yr savings to the organization within one department.• Created vision and strategy that has transfigured multiple engineering services departments into recognized centers of excellence within Danaher. These teams have been benchmarked by over 2 dozen other Danaher Opco’s for use of best practices.• Re-positioned the engineering services departments from being cost based into revenue generating centers by selling off capacity and expertise to other Danaher companies. This resulted in an additional $40-$50K/yr to be used for team/employee development.

Hired as an MRB, liaison engineer and transitioned into program manager role to manage product cost improvement projects to reduce aircraft weight and cost. •Led cross-functional teams of +30 associates charged with delivering projects on time to the specifications. Responsibilities included business case development, work break down structure (WBS), schedules, and risk assessments. Managed an annual budget of $2.1 million and a project budget portfolio of $4.5 million generating a portfolio savings to the company of $12 million annually. • Modified the Product Cost Improvement Program (PCIP) prioritization process realizing a 22% increase in value of projects in work, resulting greater cost savings from the portfolio.•Utilized six sigma methodologies and theory of constraint tools to identify root causes for project delays. Developed a new process and metrics eliminating those issues and decreased average project life cycle by 30%.•Managed a portfolio of cost improvement projects ranging from $10K to $2.5M, and earned nine corporate achievement awards.