Manage global portfolio of 10 hybrid and conventional transmission architectures. Responsible for on-time launch, budget containment, and risk management for product launches and renewal programs. ***Recently celebrated my 25 year Stellantis anniversary***

Successfully launched mild hybrid powertrain programs for Jeep and Ram vehicles. Programs met or exceeded fuel economy and emissions targets. Managed launch activates at 2 vehicle assembly plants. Managed timelines, budgets, critical program issues. Developed and managed executive level status reviews covering work product of several extended teams. Developed multiple electrification program proposals accepted by the Global Product Committee.

Responsible SQE for Cummins diesel, Hellcat supercharger, and other complex powertrain assemblies. Responsible for plant quality and field warranty results. Reduced complaints from 16% to 4% to less than 0.1% for persistent product noise issues. Managed launch activities for new diesel engine. Achieve on-time engine launch with improved power and emissions improvement.

Managed 60 suppliers for multiple engine programs to deliver robust and capable supplier production systems to meet FCA quality and capacity requirements. Successfully launched 2016 model year Pentastar Engine Upgrade, over 1M units annual capacity. Met program launch metrics for advanced quality planning deliverables. Implemented innovative Safe Launch plans to minimize warranty at launch. Managed a complex, stepped capacity manufacturing plan to align supplier capacity with multiple FCA engine plants launches. Additionally responsible for inline turbo six cylinder engine;

Led a cross-functional team of quality and information technology employees as we deployed an enterprise program management solution. Solutions cover 22 vehicle and powertrain programs and 3,200 end-users. Developed and executed strategic implementation and communication plans to ensure successful transition to the new solution. Additionally, responsible for corporate quality processes and related information systems (issue management, narrative analyzer, total 12 systems, etc.) Managed deployment of system enhancements and ensured process integrity.

Earned a Doctorate of Engineering in Manufacturing Systems from the LTU Department of Mechanical Engineering. Led a team of engineers as we developed new die standards for large iron and steel castings and related tooling and equipment. Evaluated proposed die standards using analytical models and die trials. Ensured application of standards to program dies for all product programs. Developed engineering analysis methodologies to analyze strength and stiffness of advanced high strength steel dies to minimize deflection and die failure. Safely conducted research experiments in die shop. Developed a cast material reduction plan to reduce die mass by 30%, which was first implemented on PF program dies. Applied and validated finite element methods, including die mass optimization technology, to production die designs. Published results in a doctoral dissertation and two conference papers. Dissertation entitled: "Engineering Die Structures for Stamping Advanced High Strength Steel Parts." Savings estimated at over $3M per year in die material costs. Ramped up die analysis methods to support all vehicle program dies using an off-shore work model.

Responsible manager for supplier quality information systems enabling business activities for all vehicle and powertrain programs. Led pilot of data warehousing and business intelligence applications, targeting improved quality metrics and warranty reduction. Replaced external advanced quality planning application, saving $12.5 million annually. Implemented IT offshore model for SQ systems development for $650K annual savings.

Developed state-of-the-art CAD/CAM processes for Powertrain engineering design and advanced manufacturing engineering. Implemented new technology achieving 35% reduction in design hours required for engine and transmission components. Deployed next generation Catia V5 CAD/CAM application to 200 users. Managed deployment of product data management to 450 powertrain designers and engineers. Developed detailed strategies for CAD/CAM/CAE processes. Developed and maintained budget plans. Promoted to manager in 2001. Responsible for recruiting, hiring, training, and managing 25 employees supporting powertrain development processes.

Project Manager for $2 million 3-D simulation project at GM Truck Group. Responsible for all aspects of support for implementation of Robotic and Ergonomic simulation systems for vehicle assembly. Responsible for: proposal development, profit/loss management, budgeting, staffing, management of 5 engineers, vendor management, service delivery, coordinating user training and technical consulting to GM customer to accelerate the use of graphic simulation technology in Manufacturing Engineering. Managed deployment of systems and process standards at 8 supplier sites. Delivered manufacturing and industrial engineering services to GM production facilities at Saturn, Buick City Assembly, Orion Assembly, and Hamtramck Assembly. Member of paint department launch team for 1995 de Ville model. Reduction of floor space by 41%, reduction of manpower by 18%, reduction of work-in-process by 27%, and reduction of material inventory by 60%. Conducted Synchronous Manufacturing training for 480 hourly employees.

Successfully completed 10 week technical program in software development methodologies. Graduated first in class and promoted to instructor. (1990)Developed mainframe applications for vehicle manufacturing execution.

Industrial Engineer, Automotive Wiring Supplier