Promoted to VP of operations both in recognition of success in several projects as well as to reflect how integral my role was to the company. This position allowed for a greater strategic impact and increased responsibility for several P&L accounts. In this role, I was directly responsible for managing performance in multiple departments. These include project management, procurement, design/engineering, facilities/maintenance, quality control, quality assurance, production, project delivery and installation. These roles all reported directly to me but I had soft links to several others as well including estimating, safety, and finance. I led several strategic initiatives in this role including an organizational restructure, a change in revenue recognition methods, development of several training programs, incorporation of efficiency models into estimating, establishment of KPIs for critical roles to improve performance.

In 2015 I was made director of operations as our business growth necessitated bringing in several other managers. As director, I was directly responsible for managing the same departments as in the VP position. This role was much more tactical than strategic, being similar to that of a senior project manager but over multiple departments. This role also included direct management over the production team. Multiple improvement initiatives were undertaken during this time to improve production effectiveness including development of standard operating procedures, implementation of visual controls in production, training and support for lean manufacturing methods, value stream mapping exercises to optimize staffing and sequence scope, and others.

Upon advancing to this position after a successful completion of my first project with Neopod Systems. In this role, I was responsible for managing multiple projects simultaneously at different phases of the project life cycle. This included all aspects of project management from estimating through project closeout. I was also responsible for project design in this role (AutoCAD then transitioning to Revit. All current projects are designed in Revit). This role also included production management and optimization. The organization and number of projects were smaller at this time, so my role required me to perform all of the tasks that are performed by a team today.

Initially limited to design work (AutoCAD), I quickly grew to handle other responsibilities. I was originally assigned a single project to translate from architectural drawings to drawings for fabrication. Once completed, I was assigned additional projects for feasibility analysis, participated in estimating exercises, assisted the project manager in submittals, and supervised production.

In this role I reported directly to the owner and ran the entire food program for this restaurant including procurement, training, menu development, staffing, and special events. I was responsible for the financial performance of these areas including budgeting and cost management. This was a smallish farm-to-table type restaurant with a regularly changing/seasonal menu doing about $1MM in revenue each year. I managed both front and back-of-house staff in this position.

Worked under the chef and owner to develop and execute their menu selection. I quickly advanced to running my own shift (lunch) and became integral in menu development.