Improving organizational processes by making them as efficient as possible. Lead change management by coaching and developing operators to act as owners and identify problems and create solutions.Successfully improved production by over 600 units per year and coached top level management by creating teamwork, KPI’s and developing the kaizen process. • Support the delivery of better value and greater efficiency through the identification and elimination of unnecessary complexity within business processes and identification of better ways of working that led to increased production of 3 additional boats per day.• Generate, monitor, communicate establish and improve key metrics and KPI’s and ensure that reporting and performance information and training the management team on tracking and reporting.• Take lead responsibility for significant quality issues. Hands on and lead by doing with the issue, develop a plan to resolve the issue, communicate the plan and progress on the plan to the organization to show the team how improvements should be completed.

Start up new North Carolina green field operations for MJM Yachts. Hire and staff management team including engineering , quality, safety, Human Resources, purchasing, warehouse, shipping, receiving and maintenance. Hire and staff 100 plus operators, create roles and job descriptions to secure build of boats from lamination positions to final water test technicians. Create the vision and goals, set the business direction, and execute the plan. Locate and secure assembly manufacturing plant and create Infrastructure to infuse models ranging from 35 to 65 foot as well as internal warehousing and logistics flow to support the operation. Develop new models and improve on existing models and molds to satisfy customer needs while delivering on time to market demands. Successfully deliver new boats in the first 3 months of the start up.

VP of OperationsDevelop manufacturing goals and action plans in alignment with strategic initiatives and cascade clear expectations, accountabilities, and reporting mechanisms into the manufacturing organization. Partner with CEO, CFO, Sales, and VP of Engineering Operations to develop annual operating plan.Provide leadership and drive Operational Excellence to manufacturing personnel. Responsible for ensuring that Yachts are manufactured safely to the highest quality standards and service levels while achieving cost improvement goals. Plan, schedule, and review workload to ensure production schedules and delivery objectives are achieved cost effectively. In partnership with executive’s reports, ensure the shop floor has the necessary manpower, competence, skills, knowledge, space, and equipment required to achieve production objectives. Promote awareness, accountability, and active participation in Hatteras EHS strategies and programs to achieve environmental and safety goals. Establish and maintain a healthy, safe, and motivated work environment that promotes quality of work life, long term profitability, employment security, and customer satisfaction. • Develop and execute capacity and staffing plans to achieve supply plan requirements to increase production by 5 units per year. Institute Operational Excellence by applying continuous improvement tools and strategies to improve efficiency, productivity, lead time, and utilization• Provide leadership direction, coaching, and development opportunities to foster a culture of collaboration, accountability and a customer-first mindset• P&L responsible, define and standardize key operational metrics and goals for all levels of the organization to define success

Director – Production, Quality, and Customer Service (2016 – 2018)Ensured that all products manufactured were delivered on time with the highest quality at the lowest cost to the customer. Researched and worked with employees to develop work element sheets, standard operating procedures, and Poke Yoke inadvertent error prevention strategies.Implemented daily quality reviews, which enabled tracing problems and quality concerns to the source of the defect. Interacted with employees on an individual basis to share knowledge of Sigma Six lean manufacturing methodology and tools. Researched implemented Installed built-in quality standards on all operations and stations.• Instituted Sigma Six Lean and change management principles, which reduced lead time from thirty days behind schedule to fifteen days ahead in six months with zero defects.• Utilized Quick Kaizen to enable employees to generate ideas, reduce cost, and improve overall quality.• Developed and implemented PDCA, root cause analysis and world-class fault frequency one month and six-month quality tracking. • Within a six-month period, successfully reduced warranty costs by 25%.

Director – Engine Product lineLead and guide the Engine product line organization employees with the goal of meeting production objectives and developing a highly talented and capable management team. Responsible for managing a staff of white collar employees composed of Manufacturing Engineering, Supply chain, Quality, Maintenance and finance. With ownership of safety, quality, delivery, and cost of the production process as well as cascading the business plan objectives through all levels of the organization. Lead through a communicative leadership style, with two way communication and high employee engagement. Ensure all employees are aware of their responsibilities, how they contribute to the total result, and that they are recognized for performance. Develop and execute the vision and strategy to lead the product line.Create an environment of success with the expectation for continuous learning. Overall responsibility to ensure products manufactured are delivered on time with the highest quality at the lowest cost to our customer while Driving and challenging the product line team to continuously improve. • Responsibility to launch greenfield engine assembly line, securing assembly processes, and training operators on standardized work methods• Create, educate, and support goal orientated cross functional teams consisting of production supervisors, team captains, manufacturing engineers, supply chain, maintenance, and quality • Savings of $11MUSD in an eight month timeframe using lean methods to identify and eliminate waste• New engine platform with zero interruption to quality and delivery to the customer• Overall product line efficiency increase from 58% to 90%• True problem solving with poke yoke implementation secured world class Quality PPM• Employee engagement results of fifteen Kaizens per employee related to quality, efficiency, and cost savings through use of lean tools.

Director – Quality, Safety, Environment, and Lean Production SystemsSite ownership for production quality as well as the safety and environmental programs. Team ensures inbound and outbound product quality meets customer expectations using globally recognized quality tools throughout the value stream and by increasing awareness and engagement of the entire organization to build quality into each process step. A strong focus on driving problem solving all the way to root cause and eliminating or managing potential sources of defects. Achieved significant improvements in safety by leading the entire organization through a cultural transformation to accept personal responsibility for safety and by developing programs and processes that focus on recognition of unsafe acts and conditions that lead to potential injury. Oversight and steering of a nationally recognized environmental program that drives cost reduction by eliminating energy losses and waste in all aspects of the business. Maintained compliance with ISO9001 and ISO14001 standards and oversaw the Volvo Production System, a World Class Manufacturing system under the direct guidance of WCM expert Prof. Hajime Yamashina. Championed efforts throughout the entire organization by engaging all employees in continuous improvement and problem solving as well as ensuring management commitment to the success of the program. ​● Industry leading customer satisfaction with the lowest one and three-month fault frequency results​● Lowest lost time accident rate, recordable incident rate, and severity rate in last ten years​● Environmental program achieved US Department of Energy Superior Energy Performance Platinum Level​● National Safety Council partnership to move the safety culture from reactive to preventive.​● Washington county chamber of commerce MD Going Green environmental award ​● Volvo Group environmental award for savings of over $1musd in one year for energy reduction.​● WCM silver achievement

Quality control for Engine 11l, 13l and 16l engine platforms. Incoming materials controls, metallurgy inspection, internal quality control of machining Camshaft and Crankshaft. Assembly quality and process controls, validation systems and PPM responsibility.Wcm Quality Pillar ownership and coach.