Michelle Tomas Email and Phone Number

Accountable as internal consultant & gatekeeper for the Business & IT in Executive alignment activities, long-term business planning, & process and policy implementation while owning a $25M annual budget accounting for 93% of the entire IT Portfolio. Responsible for optimizing all program budgets, communications, schedules, resources, quality, Change Management (CM), risk escalation, & 10 year enterprise roadmap to consolidate hundreds of business applications in North & South America.Structured, implemented, & chaired a new three tier Executive governance control boards from 2018-2020. Created content for the Bridgestone America's (BSAM) Executive & External Board members to obtain unprecedented $50M annual funding approvals from Bridgestone Japan (BSJ) for IT.Synergized Enterprise Communications in shaping confidential schedules, town hall materials, teammate emails, & CIO talking points & practice sessions.Strategized & collaborated with CIO, IT Leadership, and HR to identify and realign the entire IT department and team assignments, detailed the new Transformation Office org roles and responsibilities with HR, and monitored and gave direct feedback to HR & CM on new teams' behavioral cycles while assessing escalated personnel issues within the teams and continuously clarifying individual roles and responsibilities corporate-wide.Evolved & enforced traceable, long-term financial forecast and value scorecards for the IT Department and Executive level visibility during annual three year budget planning with BSJ. Sourced, hired, & managed multiple strategic, operational, and CM consultants while upgrading supplier scorecard & instilling new, contractual quality metric verbiage.Seeded & oversaw brand new PROSCI Awareness Desire Knowledge Ability & Reinforcement (ADKAR) CM practices to foster corporate transformation & culture change.Solicited, vetted, & perfected in-depth portfolio review package to transition to new CEO & C-Suite Leadership in 2020.

Responsible for acting as the key leader across all functional areas through Executive Leadership and actively engaged from pursuit through the entire life cycle on multiple custom and strategic start-up solutions within the warehousing, logistics, and/or transportation management industry. Simultaneously manage multiple project schedules that range from six month to a multi-year period of performance, lead individual internal project teams upwards of 30+ resources with customer project teams upwards of 25+ resources worldwide, and control individual project budgets up to $8.4M each. Consistently assigned to international customer accounts, directly drove $10M Net Revenue in 2016 on assigned domestic Food & Beverage and Healthcare business accounts, and earned the company's second largest account in liquidated damages when assigned.

Accountable and responsible for successfully leading multi-site cross-functional teams and factory from program startup through the entire program life cycle totaling 96,800 hours and $31.5M for Federal contract expected from August 2015 – 2017.Setting up product lines to maximize new factory space, constructing engineering parts lists, loading material requirements amongst 4 different IT tracking systems (Deltek COBRA Accounting, SAP Modules, IBM Solumina, & EagleSpeed Configuration Management), creating the work breakdown structure for government tracking charging purposes, and base-lining entire supply chain and exempt and non-exempt personnel schedule and cost to measure execution.Writing the manufacturing plan within 45 days of contract award detailing project scope, team roles and responsibilities, hardware and software configuration management guidelines, assembly/test procedures, manpower spreads, capacity plans, material management layout, quality inspection requirements, and packing and shipping methods.

Cross-functional lead of three production areas and a satellite office to ensure product line production cost milestones were met while effectively managing risks and achieving aggressive final assembly and system test production schedules all with sound technical judgment. Collaborated with senior leadership to architect the production areas'​ program start-up to execution strategies including resource planning, process improvements, and workflow shiftsDirected activities required to achieve 100% on time product delivery in 2014 accounting for $118M in salesCost Account Manager for two U.S. Army Spares contracts worth ~$4M; achieved $500K in efficiencies Presented weekly status and issues to the Product Line Director and Program Manager(s)Monitored SAP requirement loading/outputs, place purchase orders, and ensure proper receipt of $70M of material across three Lockheed Martin sitesExclusively lead and coached production team in an obsolete ERP system to SAP transition outside of current role dutiesRecommended, costed, approved, and implemented design changes to improve assembly and meet program requirementsRespond to hardware and software field failures within the same day and send mod-kits to many work-sites Planned, managed, and influenced a mixed multidisciplinary 15 person team, including multiple vendors onto military bases to execute 257 mission critical hardware and software upgrades and regression testing while under strict customer oversightDeveloped Manpower, Performance to Plan, and Cycle Time metrics to create visibility for entire factory and all programs Oversaw and prioritized work load for previous Operations Leadership Development Program participant while mentored four othersActively supported in-sourcing ~5000 cables to a sister site by identifying quality trends, auditing each site’s SAP requirements, and driving Root Cause / Corrective Action for quality issues of delivered product

Responsible for maintaining ERP integrity and optimize inventory to minimize cost. I monitored 6300+ material items, expedited material flow through the supply chain as needed, aligned with Engineering to implement BOM changes, interfaced with Management to provide shop floor control on make parts, analyzed and controlled production schedule and capacity requirements, and effectively communicated timely status or recommended workarounds to preserve schedule.Prioritized, instructed, and oversaw the tasks of an 11 person crew to maintain critical delivery schedule often only one week before accruing liquidated damages/feesInterpreted drawings, communicated change designs, and instantly solved production issues for assembly and test technicians Managed earned value and created visibility of final assembly, test, and pre-ship progress by explaining weekly positive and negative cost and schedule varianceIncreased production flow by designing material kitting cart setups for a 252 piece build for work cellsStreamlined the pre-ship process by making an extensive instructional checklist that decreased build hours by 33%Created and implemented a system sign-off procedure to define responsibilities and to uphold accountability across departments.

Screened and selected through Lockheed Martin’s Executive’s program. This program is an intensive two year program consisting of four, 6-month cross-functional assignments, Technical Development Curriculum (TDC) classes, Leadership Development Conferences (LDC’s), Cross-Functional Business Projects, and 100 hours of community service to groom Lockheed Martin’s newest leaders.Business Development Analyst - Evolved company's Transportation Solutions strategy while conducting, analyzing, and presenting research on a $200M potential new market to two Vice Presidents. Led a Customer Satisfaction Survey across aviation and security programs.Quality Assurance - Conducted 11 audits across four domestic call centers and paper data production sites in preparation for 2010 U.S. and Canadian Censuses, supported requirement verification tests, developed Supplier Scorecards, and ensured complete data extraction for a quality metric tool transition. Deputy Manufacturing Program Manager & Executive Assistant to Director of Ops - Monitored cost, schedule, quality, and the cross-training of foreign nationals on a multi-million dollar project. Assisted the on-boarding process for the new Director of Ops and created a 225 page business overview while updating key Operations review packages for the Vice President.Subcontracts Administrator - Placed purchase contracts within 5 days, solicited and managed request for proposals (RFPs), secured obsolete military parts for purchase, negotiated terms and conditions with vendors, compliantly imported parts, diversified the vendor base, instilled proprietary exchange agreements, and worked with vendors and program leads to close design and schedule gaps.

Managed, updated, and distributed daily reports monitoring the movement of 83 differentproduct codes for a $2B business for analysis and projections by Operations Finance, Quality Assurance, Customer Service, and Senior Management Staff. Planned, organized, and executed a week long Johnson & Johnson Credo initiative for over 500 plant employees to increase employee morale.Collaborated with Solid Dose Processing Management to gather, analyze, and suggest new Compression Planned Values to maximize production efficiency.Created a 86 paged Product Supply Overview to be used as the Planning Orientation Handbook.