Strategic Leadership: Engaged with senior technology leaders to shape manufacturing engineering strategies, resulting in a 90% employee engagement score—11% above the company average.Project Management: Owned deliverables for seven new product development programs, aligning manufacturing capabilities with corporate objectives and ensuring efficient process design.KPI Development: Established key performance indicators to track manufacturing metrics for over 260 engineers, fostering a culture of continuous improvement.

Led development of the business architecture for Manufacturing at WestRock, identifying key steps and milestones in the digital transformation to move from strategy to execution, identifying and aligning business capabilities with outcomes to deliver value to the end customer.- Initial focus on 5% Asset Utilization improvement- Collaborate with business and IT to identify technology, capability and solution needs and develop requirements for resolution- Continuously monitor progress through deliverables and KPI, adjust/iterate plan as required

Led RPAaaS (Robotic Process Automation as a Service) program to automate processes at Deere. Delivering over 107,000 hours and over $1 Million dollars in annual savings.- Lead Enterprise Governance Council and Community of Practice- Develop Guardrails, negotiate commercials- Meet with all areas of the business for demand generation, process automation creation and process mining- RPA, IPA (Intelligent Process Automation), OCR, Chat, Content Management, AI/ML (Artificial Intelligence/Machine Learning)Evaluate, select, and implement solutions for Optical Character Recognition (OCR), Chatbot/interactive chatbot/virtual assistant to enable process efficiency through automation, improve utilization of staff and elevate end user experience.

Product Manager Manufacturing Execution System (MES) strategy, providing ownership, strategy, vision and direction- Led Global modernization program lead to move multiple, monolithic MES systems to one modern modular platform affecting 60+ factories globally- Created roadmap with initial Pilots beginning in 2020- Evaluated internally developed and commercial solutions- Supported architectural decisions around on-premise, cloud and hybrid solutions- Provided technical direction and expertise to project team members and management- Improved number of units using advanced MES solutions by over 25% (over 65% of units in 2020)Supported Smart Connected Factory (John Deere IIoT/Industry 4.0 Initiative) providing ownership, strategy, vision and direction- Developed dozens of use cases, supported IT hacks and proof of concepts with IT Innovation and Delivery groups to digitize, improve connectivity, optimize and ultimately complete the digital thread through new manufacturing technology- Coordinated Proof of Concepts to demonstrate feasibility of Augmented Reality (AR), Computer Vision and Machine Learning (CVML), Track and Trace, Artificial Intelligence (AI), and Predictive Maintenance- Implemented production pilots to demonstrate scalability- Provide technical direction and expertise to project team members and managementLed creation of Next Generation Work Instruction solution, Factory Information Assistant 2.0 (FIA 2.0) as Product Owner- Gathered requirements from stakeholders and evaluated current solutions- Ideated with stakeholders and technical resources to develop concept- Conducted interviews and focus groups to gain feedback from users on concept- Converted requirements and concept to features, developed roadmap for concept delivery- Prepared pilot for testing at New Combine Model limited production buildManaged Global Testing and Factory Programming software, providing ownership, strategy, vision and direction

Directed day-to-day activities of a staff of manufacturing engineers with a manager effectiveness score of 93% Five Sprayer new technology Product Programs including carbon fiber booms, individual pulse control nozzles, improved row guidance and updated operator stations (cabs)Developed process, lean layout, work instructions, tooling/equipmentEvaluated process feasibility utilizing design for manufacturingDetermined capital budget needs, manage budgetSupported prototype buildsPerformed Failure Mode and Effects Analysis to understand and manage riskDeveloped and executed Manufacturing Engineering on-boarding and training for Des Moines WorksCreated and implemented new Salary On-Boarding process for Des Moines WorksLed Manufacturing Engineering activities for Horst Process and Business Value Management EventDirected Design for Manufacturing and Assembly and Voice of Manufacturing studies at HorstIdentified opportunities to provide €4.6M annual return on €3.98M investmentRepresented Manufacturing Engineering on Factory Master Plan teamCoordinated movement of material, equipment, and finished goods to support construction activities of new world class manufacturing facility for Self-Propelled Sprayer AssemblyRepresented Manufacturing Engineering for development of new Sprayer Paint System for improvement in paint quality, improve material flow, reduce manufacturing cycle time (MCT), and eliminate capacity constraintsCoordinated Manufacturing Engineering Material Flow/Replenishment Activities to support new material replenishment rules and eliminate fork truck/operator interactionEvaluated various CAD solutions including Autodesk Factory Design Suite with Ag & Turf ME competency teams in evaluating Manufacturing Engineering CAD solutions due to changing toolsets from Enterprise Facility Engineering (Autodesk Revit and Vault)Des Moines Works member on Enterprise Manufacturing Engineering Knowledge Competency Team

Supervise commodity Supplier Quality Engineers Lead SQE for Casting, Steel Non-Metallic, Fastener and Service commodity issues- Quality Planning, Improvement and Control- NCCA, PPAPs, Audit, Design Reviews, Design Process and Assembly Reviews (DPARs)- GD&T (Geometric Dimensioning & Tolerancing) reviewsLead SQE for S250 and S350 engines- Support QIT/EQIT meetings, Product Council- Support CI, PDP and Application programsLead development of JDPS Supply Management Enterprise Quality Manual Work InstructionsQuality Lead for Product Delivery Integration tool- New JDPS tool for quality plan tracking, BOM management and change controlManage JDTCI Projects for JDPS Supplier Quality- PPAP, ISIR and ATD print review- Warranty AnalysisJDS-G223 Supplier Quality Manual Auditor

Deere Product Quality System- Development Team member, developed criteria in the Manufacturing Planning and Execution and Metrics lanes, developed scorecard, tracking and reporting- Coached, mentored, assessed 9 units in Manufacturing, Supply Chain, Leadership and Metrics- Developed automated Metric reporting/dashboardDetermined method and tracked Enterprise progress toward Returns & Allowances goal of < 1.5% Quality Manual- Led development team for John Deere Enterprise Quality Manual- Incorporated requirements and best practices from all John Deere divisions/units, as well as ISO, Deere Production System and Deere Product Quality System/John Deere Quality and Production System- Revised John Deere Supplier Quality Manual, JDS-G223

Owned tooling budget, including financial report outs to upper management and writing purchase ordersDevelop/update PFMEAs for new/modified critical product content and MFMEAs for toolingResponsibility for assembly feasibility, process, and toolingSupported ergonomic and safety evaluationsLed cycle line layout development and virtual build2009 F150 Senior Manufacturing Engineer/Chassis Core EngineeringWorked on Commodity Business Plan team as the manufacturing representative for suspension to develop task to reduce commodity costs by 20% by 2009Utilize Six Sigma DMAIC tools to optimize processes, reduce costs, increase capability, and/or improve efficiencyDevelop, design and implement standard Manufacturing Design Specifications, standard bills of process, standard tooling cells, and manufacturing strategy3 factories2006 Explorer Senior Manufacturing EngineerSuccessfully managed total final assembly tooling budget for two plants (Louisville and St. Louis) of approximately $31.5 million, meeting investment and timing targetsAchieved target reduction of launch acceleration curve by 2%, had OK to Ship pulled ahead and achieved OK to Ship milestone on first attemptUtilized cost optimization process to save approximately $500K savings at second plant over costs at lead plantAssisted plant with labor reduction strategies utilizing lean manufacturing methodology to achieve goal of 20% HPU reduction2004 Econoline Senior Manufacturing EngineerPerformed cost studies for 2003, 2004 and 2005 Econoline program as well as numerous variants per program request identifying up to a $1 million dollars in opportunitiesEliminated 377 “Things Gone Wrong” (TGW) through powertrain and climate control changes for the 2004 EconolineManufacturing Systems AnalystSupported tool reusability and assembly feasibility/ergonomic studies in Final AssemblyVarious CAD projects utilizing SDRC I-DEAS for three-dimensional modeling including tooling, casting, and surfacing work