Accountable for operations, engineering and maintenance teams and aligning supporting functions of the value stream to safely and compliantly manufacture life-changing medicines. As a leader of managers and individual contributors, responsible for setting the mindset and adhering to expectations around safety, quality/cGMP, delivery, fiscal responsibility, and continuous improvement. Responsible for talent identification, recruitment and development of the Operations team, which helped enable doubling production volume in under 12 months.

Responsible for leading by influence and managing supply chain-related projects that impact the Newark Supply site, as well as site strategic initiatives using Lean, Project and Change Management Frameworks.

Responsible for overall safety, quality, and productivity performance of assigned packaging assets and manager for hourly production crew, and adhering to cGMP requirements.

Championed the redesign of the organization’s Quality Management System (QMS) and responsible for revamping the internal audit program.Accomplishments: • Responsible for performance and budget management of the audit administration team and the publications team• Led cross-functional team of managers in planning, executing, monitoring, and communicating the rewrite of the organization’s policies and procedures, including the documentation describing the AS9100 QMS. All activities were completed on time, resulting in a 95% reduction in documentation. The effort also centralized control of procedures and training materials to a single storage location, and resulted in closure of a Level III Defense Contract Management Agency (DCMA) corrective action.• Championed root cause analysis and improvements to the internal audit program, including procuring training for all leadership personnel on the ISO 9001:2015 standard and audit practices, instituting process audits utilizing the AS9101 standard, and overhauling the internal audit schedule. Developed audit performance metrics to improve the health and robustness of the QMS• Chair for Internal Corrective Action Board responsible for the review and vetting of root cause and corrective actions for internally identified process non-conformances• Delegated with responsibilities associated with Missile Defense and Control’s QMS

Responsible for championing and facilitating the Lean implementation roadmap Accomplishments: • Proficient in organization and time management ability as demonstrated by assuming program management role for MK48 contract while maintaining PES department manager responsibilities and Upper Stages and Controls PES Facilitator.• ‘Leader of leaders’ ability demonstrated by managing staff assignments and successfully developing them for positions of leadership in the organization.• Led cross-functional team in the root cause and corrective action efforts for a portion of a Level 3 DCMA Corrective Action Request associated with deficiencies in the QMS.• Proven problem solving facilitation, communication, and coaching skills with leaders and individuals across the organization, including recommending and facilitating a safety stand down for the mix and cast facilities due to a rash of safety and quality events in October and November of 2013. This activity required the use of data and analysis to establish priorities, and soft skills to establish a collaborative environment where participants felt professionally safe while focused on identifying and mitigating physical safety and quality issues.• Identified and implemented corrective measures to MK48 and Dihydroxyglyoxime (DHG) processing in order to address ATK’s Hazardous Operating Standards and general safety compliance issues• Received Lean Leader of the Year in 2013 from the Maryland World Class Consortia for establishing collaborative relationships with all levels of leadership and personnel across various locations within Missile Defense and Controls to introduce and deploy a tiered escalation meeting process, visual management, leader standard work, A3 practices, kaizen suggestion process, and foundational training on continuous improvement concepts that support Strategy Deployment.• Demonstrated strong and effective written and verbal communication skills

Responsible for the process documentation for the Missile Defense Third Stage Rocket Motor (TSRM).Accomplishments:• Project manager for a cross-functional team on a Lean improvement project around the flow of information from the Propellant Review Board to the Production floor stemming from multiple safety and quality incidents. Improvements that were identified and incorporated maintained an incident-free environment for the duration of the 2 year surveillance period• Analyzed and monitored statistical process control (SPC) data and provided leadership for resulting investigations for the program

• Championed behavior-based safety program in the Finishing Module building, and working collaboratively and proactively to mitigate risks and improve safety conditions• Managed the final phase of the installation and capital expansion in the finishing area, requiring communication and activity coordination between Production, Maintenance and Project Engineering• Initiated Six Sigma Control Plan strategies for assigned areas of responsibility, identifying key input and output variables and developing control plans• Investigated the root cause to potential factory quality escapes and safety incidents, developed preventive action plans, and eliminated several long-standing processing issues and equipment design flaws, such as ‘window smudge’ (estimated savings of $60K annually) and pass-through window engineering redesign (corrective action after three safety incidents)• Administered the management of change process and return-to-service criteria for safety, quality, and production for new or serviced equipment

• Supervised union workforce as temporary shift supervisor during reorganization of management staff. • Championed Six Sigma project with a cross-functional team responsible for a 25% reduction in reactor loading cycle time and significantly reduced the ergonomic risk in this task • Managed numerous capital projects, including assembling Authorization for Expenditures, completing Process Hazard Analysis, Management of Change processes, Scope and Factory Acceptance Criteria, and Standard Operating Procedure development and revisions. • Optimized dicers, pulp bins, reactors, filters, colloidal systems, solids reclaim, and colloidal spray dryers to achieve targeted efficiencies via rate, uptime and quality, and increased assigned equipment efficiency from 69 to 80% over 3 years, with quality improvements from 95 to 98%, and average rate increase from 702 to 1000 kgs/hr. Implemented $500K in cost avoidances and savings by addressing recurring Operating Equipment Efficiency (OEE) issues and effectively planning, conducting and assessing change management