Michael Carlton Email and Phone Number

Accountable for strategic growth of our PLM Platforms across GE Aviation. Partner with stakeholders to identify needs. Define a vision, strategy, and roadmap to deliver digital solutions to address those needs. Lead a team to execute and deliver these solutions that are in alignment with the defined vision and strategy. Assess leading industry trends in PLM and identify and implement future opportunities that help us deliver world-class PLM software capability to our business.

In this role, I am responsible for leading a team of teams whose outcome is the sunset of our 15-year-old PLM software, Enovia. This will result in relocating GE Aviation’s Engineering Definition, altering the behavior for 11K consumers, saving $3M digital cost annually and attaining $10M+ in business productivity. Key duties include employee management, coaching/mentoring, cross product collaboration, large scale program management, driving standard work, and stakeholder management.

As the PLM Program Manager, I was responsible defining strategic roadmaps, work prioritization and delivering results for 30+ applications used for Engineering Design, Change and Costing processes. Leading a team of three Product Owners, we championed business process reimagination, developed application solutions for process change and attained $10M in annual business savings and $50M in cost avoidance.

As a Six Sigma Blackbelt, I was responsible for driving business process change that increased visibility of Contractual Service Agreement (CSA) parts for Engineering by 60% and reduced software test failures by 90%. Recognizing the business need for Digital to deliver faster, I proactively increased our adoption of Agile software development practices, expanding the usage of Agile from two to 20 projects.

In this role, I was responsible for ensuring the transition of software assets for acquired and divested companies. I managed a team of six contractors and completed 12 acquisitions and divestitures. I also defined a repeatable process to transition software and perform annual audits to ensure compliant use.

Part of a team that implemented Oracle Advanced Planning and Scheduling (APS) ERP software module used to manage the Supply Chain Planning Process (still in use today). Assumed product ownership over GE Aviation’s Oracle ERP Manufacturing use. Defined and implemented standard work and Agile processes to ensure product stability and continuous delivery of future product enhancements.

Implemented Oracle ERP solutions for Fortune 500 companies. Gained experience and expertise in Oracle Financials modules including AP, AR, Budgeting and Workflow.