Lead a team focused on developing and selling automated systems and customer designed solutions for Instron’s static test systems. Manage all functions of the business consisting of two engineering teams, marketing, operations, and an offsite machine shop. Responsible for entire process from quoting, design, procurement, integration, test, installation, and post installation support.

Dual management role that included operations and continuous improvement support of existing $200 million net revenue static product line. Responsibilities included design performance improvements, design driven cost reductions, quality improvement, and customer escalation management. Operations focus was on developing and implementing lean manufacturing improvements as well as improving quality, first pass yield and OTD performance.

Responsible for all aspects of engineering for the $325 million net revenue Control Products Business Unit servicing the Automotive, HVAC, Home Appliance, Solar, Industrial and Lighting industries. Led team of up to 22 engineers and technicians through all phases of the new product development cycle. Manage customer, quality and manufacturing support in addition to training and support of marketing and sales to close new business wins through new and existing customers.

Responsible for all aspect of a 3+ million dollar R+D Budget. Direct a multi-discipline product team of hardware, software and application engineers, scientists and technicians through all phases of the product development cycle. Duties include management of development and release of new products to market, continuous improvement efforts for new and existing product to ensure competiveness, reliability and customer satisfaction. Work closely with marketing, sales and support to prioritize project load and deliver solutions to market on time at or under budget. • Managed development and productization of platform to increase flagship product process superiority over competition. • Led effort to reduce warranty costs by 60% by implementing engineering solutions to largest cost drivers.• Use performance data to prioritize continuous improvement projects and measure the project’s success. Ensure performance of flagship product meets all specifications.• Collaborate with marketing to develop product performance specifications and manage product development to deliver required performance.• Develop Upgrade Solutions focusing on specific customer needs resulting in over 10 million dollars in revenue.• Lead new business development efforts utilizing existing core competencies in applications not traditional for Axcelis.

Manage a multi-disciplined team of hardware and software engineers located in North America, Europe and Asia. Responsibilities included management of both internal and external projects including providing support and resources for Axcelis engineering, applications, and marketing, management of of all technical aspects of worldwide customer support, including management of new product penetrations, escalation management, day to day technical support, and investigation of customer specific issues as well as to provide a focused effort on driving issue resolution to ensure customer satisfaction and reliable tool performance. Responsible for the roll out of new issue tracking software, allowing for creation of a detailed data base of tool issues searchable by all field technicians. Increased uptime of flagship product to greater than 95% by using field data to prioritize issues and drive resolutions to the largest reliability issues. Data collected and analyzed on a routine basis to drive engineering projects and measure the success of the implemented change.Assigned product support resources to provide support to engineering group to help reduce impact of personnel cuts caused by economic downturn. Relocation of resources enabled engineering to reduce total personnel expenditures by 35% while retaining productivity and hitting all specified PACE goalsWorked directly with internal resources to implement and roll out new issue tracking software enabling creation of an advanced database of tool issues from all locations globally. Software is designed to enable users to search database to find resolutions used for problem at other sites. Software is predicted to reduce total field to factory calls by 50% enabling cost savings while also reducing system down time caused by delays in reaching factory support

Managed world-wide Rapid Thermal Processing and Cure tool product line needs including Continuous improvement engineering projects, reliability issues, customer escalation, and technical support.Managed continuous improvement projects to ensure tools met or exceeded specified uptime and reliability specifications at all customer sites. Increased Mean Time Between Failure on Rapid Thermal Product Line to greater than 250 hours and increased availability to greater than 95%. Successfully managed release of two new products in the cure family to the marketplace. Oversaw continuous improvement effort to increase process capabilities of the tool to meet the customers' needs. Successfully led team to reduce installation and start up time from 15 days to 5 days on customer critical installationsManaged all aspects of customer acceptance process on multiple installations occurring in parallel. Ensured resolution 100% resolution to all installation issues before install team left the site.

Responsible for design and integration of multidisciplinary subsystems on the 300mm Rapid Thermal Processing tools. Technical expert on all aspects of the system including wafer handling, gas distribution, temperature measurement and furnace design. Managed projects focusing on initial design, process improvement, reliability improvement, and cost reduction. Ensured results were delivered on time and within the forecasted budget. Developed critical engineering solutions to issues preventing system from achieving sold to specifications while reducing cost of redesigned assemblies by an average of 20%Developed upgrades to increase tools capabilities and reduce customer overall cost of ownership and improved reliability. Ensured the 300mm Rapid Thermal Processing Tool passed necessary safety reviews and standards including Semi Guidelines, NFPA 79 and CE Marking. Worked with the functional groups to ensure all designs met applicable codes

Mill Coordinator for an international sector effort to reduce delay by 50% on existing machine process. Responsibilities included root cause analysis of delay, brainstorming and trialing solutions, developing process check sheets, assisting in implementing package in all of the participating mills.Module delay was reduced by 65% due to effort, exceeding the team's goal of 50% while reducing module waste by 10%Successfully led implementations team at all participating mills. Developed and provided training for maintenance personnel, process technicians and operators.

Provided mechanical engineering support to one of the New Milford diaper producing assets. Responsibilities included supporting day to day activities, designing and implementing solutions to reduce machine delay and waste and improving quality issues. Asset consistently improved production numbers, setting six record months.Increased overall machine speed by 10% without increasing waste or reliabilityManaged engineering and financial aspects of corporate driven projects ranging from $.15 to $.75 Million.

Temporarily assigned duties as machine asset leader while maintaining operations engineering responsibilities for the same line due to business needs. Responsible for managing the safety, production and quality for the asset as well as giving work direction to engineers, maintenance and 24 operators. Machine had a consistent increase in production numbers during my tenure, including being the best producing machine in New Milford for four out of the six months I was acting team leader.Received the Kimberly Clark Distinguished Service award for performance on this assignment.

Responsible for process improvement on two major corporate product changes. Worked with corporate engineering, other North American diaper mills as well as New Milford plant representatives to design and implement process developments. Improved module reliability by 20% with improvements implemented and extensive training of shift technicians. Extended preventive Maintenance interval from weekly to Bi-monthly on the module.Reduced PM time from 8 hours to 2 hours with improved maintenance techniques and processes.