• As part of the executive management team, responsible for leading up to five people for automotive oil pumps. At the time of hire, the company did not have a PMO and therefore the first task was to build the department from scratch.• Established the department as accountable for financial tracking (capital & tooling), setting budgets and meeting profitability targets such as ROI & ROS.• Refined Advanced Product Quality Planning (APQP) business processes, created key performance indicator (KPI) dashboards for reporting status to executive management, built timing templates, introduced launch readiness reviews, incorporated lessons learned and increased accountability for manufacturing feasibility evaluations earlier in the product lifecycle.• Established PMO organization as accountable for risk management and leading teams through countermeasures to overcome project risks.• Led special project teams that supported strategic planning initiatives, such as; disbanding unused capital assets, introduction of new product technologies and moving legacy production to China.• Collaborated with the Chinese parent organization on various projects as well as sharing best practices between North America and China business units.• In support of strategic plans, assisted the company’s China business unit with introduction of product into the European market for PSA. Primary responsibility was to secure a business relationship with a 3rd party warehouse in Poland.• As part of the company’s continuous improvement goals, led introduction of advanced rotary machining centers, eliminating machine-to-machine variation by using fewer assets than traditionally used.• Created the change management function within the company as an output of strategic business process reviews. Led process mapping workshops that showed there were gaps in change management systems. I volunteered to create a change management department to support the company’s continuous improvement initiatives.

• Managed a department of fifteen team members in the Commercial Vehicle-Emissions Control business unit for three years and for the last year managed the Daimler Chrysler-Emissions Control business unit.• Led a department responsible for design and engineering of diesel oxidation catalysts/diesel particulate filters for John Deere, Navistar, PACCAR, Detroit Diesel and others while in the Commercial Vehicle business unit. In the Daimler-Chrysler assignment also handed engineering cold-end exhaust components such as piping, mufflers and resonators.• During the time in the Commercial Vehicle group, there was explosive business growth in the Commercial Vehicle market for emissions controls due to government legislation. Via my team building and team leadership skills, my group represented over two-thirds of new business contract award for the entire Tenneco Emissions Control business unit based on technical merits.• Led the Commercial Vehicle engineering team to design and develop emissions controls systems that were manufacturing feasible for production in both the US and Germany manufacturing locations.• While at Tenneco, learned the power of 8D problem solving and how to apply that to continuous improvement and business process improvement.

• During my career at Meridian held these positions; Sr Product Development Engineer (~6 yrs), Engineering Manager (~7 yrs), Program Manager (~2 yrs). Summary of job duties as follows;• Responsible for new business development matching to the company’s strategic planning, products and production capabilities. This involved technologies such as composite materials (both thermoplastic & thermoset), rollforming, chrome bumper stampings, injection molding, towing, lighting and plastic metal hybrid constructions.• Work with the customer’s engineering community to identify where Meridian’s product portfolio offers cost, weight, or performance improvements and lead a team to develop technical PowerPoint presentations and business proposals to meet the customer’s need.• Managed a team of seven engineers working on forward programs representing $200M annual revenue, which represented two-thirds of the company annual sales.• Team leader responsible for tracking to the company’s Advanced Product Quality Planning (APQP) methodology for front and rear bumper systems on the Ford F250 truck.• Responsible for maintaining the project’s change management tracking that affected the project budget, as well as being responsible for project financial status and profitability.• Provided team leadership to for problem solving key project obstacles for maintaining program timing.• Worked extensively on bumper design feasibility with the Ford Styling studio.• Tracked cost, weight, quality, timing, and performance targets.