Newly created business unit focused on the Zero Emission infrastructure market.

Leader of the global ETO, Value Engineering, Manufacturing Standards and Sustaining Engineering teams. Teams are based in the United States, Russia, Belgium and India. The Engineering team is comprised of 78 engineers and drafters that are responsible for 27% of the top line revenue and 35% of profit. The Manufacturing team has 7 Engineers and Analysts that are responsible for product data housed in the ERP system.

Leadership of the new product development, value engineering, sustaining engineering and product testing teams. Product teams located in North America, Europe, China and India which support global markets. Member of the executive leadership team with a team of 68 and an annual expense budget of $5.6M. Owner of the multi-year product line roadmaps, product line vitality, material productivity, ECO control, regulatory compliance, PMO and team development. Utilized my knowledge of Lean, VOC and creativity to build sustainable NPD engine. Developed and implemented strategy to increase vitality from 8% (2009) to 24% currently, 2014 est. 29%.Implemented the internal strategy for an internal world class prototype and testing facility, $2.2M investment.Transformed project management and realigned team, OTD: 27% (2009) currently 76%, 2014 est. 82%. Introduced HPL product, globally accepted product with first year review of $14M of revenue, 1.8 year payback.Created the value engineering (VAVE) team, 1st yr realized savings $0.9M, 2nd yr savings $2.7M, 3rd yr. est. $4.3M.The team has received four product of the year awards and 19 patent submissions, seven co-authored individual patents.

Lead new product development, value engineering and sustaining engineering teams.

Member of the corporation’s leadership team. The company is focused changing to a customer focused product development company as well as starting up two off shore factories. Directly responsible for all activities related to new product development, product lifecycle management, product innovation, sustaining product engineering and engineering infrastructure including: customer interaction, product specification development, product testing, sample shop and CAE (ProE and Windchill) systems. Champion for the use of solid project management tools throughout the organization. Developed and implemented a product development, product management process utilizing a six tollgate process. Increased product vitality by 7% in one year by implementing a rapid NPD kaizen approach.Managing an engineering P&L expense budget $4.5M. Managed eight direct reports and a team of 17.Spearheaded the creation and introduction of revolutionary 3” flush valves, dual flush valves, and 300 series fill valves, which all reduce water usage, forecasted to contribute to 11% of 2010 global revenue, increasing vitality to 23%. Directed all new product development and innovation, sustaining product engineering, and engineering infrastructure initiatives, including product testing, sample shop and CAE (ProE and Windchill) systems. Key contributor to product lifecycle management.Ensured product compliance with national and international regulatory agencie

Staff member on the executive team reporting to the SVP of Operations. Direct P&L responsibility for a multi-million dollar multiple location budget. Managed a team of 61 salaried and 17 hourly as well as mentored another 8 team members. Set the strategic direction for the engineer group and participated in the bi-monthly strategic planning events. Directly responsible for Design, Process, Capital Engineering and Maintenance. The design team is focused on new product development and material productivity. The process, capital and maintenance teams are located at the 10 locations throughout the United States and Mexico focusing on the implementation of lean principles, 5S, new equipment, capacity analysis, and labor productivity. Designed a new 1294 SKU nationwide special order kitchen program in nine months.Lead the lean transformation of the Tijuana Mill, manufacturing cycle time reduced from 4 days to 9 hours, $3.7M reduction in WIP, On time delivery improved from 54% to 91%, Labor efficiency increased to 97% in three months.Re-engineered the ECN process, resulting in a 75% reduction in obsolete material, $4.9M work capital savings.Developed and implemented the weekly productivity team which executed an average of 2.3 projects a week. Fiscal year design improvement material project savings: $1.7M.Achieved a 6% labor reduction in last six months.

Member of the leadership team for the start up division at a new location reporting to the VP of Operations. Since 2002, participated in the development of the 3 year strategic plan and the one year operational plan. This includes manufacturing productivity, staffing, product development and capital planning. Had complete P&L responsibilities for the Product Design, Tool/Part Design, Process Engineering, Lean Manufacturing and R&D teams. The team was responsible for the manufacturing and design of thin walled, complex composites for use in windows and doors. Division has executed over 24 week long kaizen events, three lean sigma events, two six sigma projects and another 35 quick kill events. Base technologies installed to produce composite material: multi-axial woven fabrics, non-woven web fabrics, resin mixing, pultrusion and paint. Developed strong working relationships with suppliers from Europe, China and the US. Developed and managed a multi million dollar labor, equipment and non labor budget. Promoted seven team members to other teams within Pella. Four complete product lines introduced with all customer design specifications achieved in a build to order plant.Continuous improvement events have delivered over 5% productivity vs. net sales year over year.Capacity projects implemented to meet customer demand through the rapid growth of a start up.In less than four years, plant quality metrics are below Pella averages, 56% reduction in the last two years.Developed 11 trade secrets, four patented processes, and reduced the raw material an additional 16%.Utilizing a kaizen team in the engineering dept., reduced new profile cycle time from 26 wks to 6 wks.Managed all phases of tooling introduction without interruption to product development or production.Developed and implemented a tollgate process and a manage for daily improvement philosophy for R&D.

Managed engineering team that focused on product design, process improvement and development of: adhesives, wood treatment, insulating glass, paint (liquid, powder and UV), fiberglass, composites, aluminum and steel. Implemented many new technologies into production. Managed multiple equipment vendors from multiple countries. Responsible for resolution of production issues, capital budgets, development and key performance tracking of team. Lead 8 kaizen events and championed 12 more events to meet plant productivity and quality goals.Invented the fabrication process used to launch the Impervia product line using fiberglass, 34% fabrication savings.Mentored initial Impervia product design and process teams.Specified, purchased and implemented the pilot lines to produce fiberglass product for Impervia.Launched three paint lines (2 UV and 1 liquid) simultaneously to meet growth targets.Invented a testing and sensing system for the life cycle of insulating glass.

Co-directed the expansion of the R&D team to a new 14,400 ft2 stand alone facility with PVD, CVD, PECVD, injection molding and analytical analysis capabilities. Responsible for the capital and non labor budget. Directed the mechanical system manufacturing team with innovations in metal fabrication, polymer part design, polymer tool design, polymer processing, and design for manufacturability. Evaluated the applicability of new technologies to current products in North American and European factories. Provided technical reviews and recommendations to the chemical systems development team.Kaizen support of over 16 teams in multiple manufacturing facilities.Coordinated and facilitated strategic alliance project with international business partners. Developed a new method of vacuum coating on polymer substrates, submitted for patent approval in Sept. 2000.