Selected to lead the introduction of new ePowertrain solutions into Large Mining Truck (LMT) applications. Led cross-functional team to develop project management plans, budget estimates and senior leadership gateway presentations. Tracked component costs, development costs and process conformance. Escalated program risks & mitigations, as necessary.• Oversaw successful delivery of ePowertrain system and components for seven 793 early learner battery electric trucks.• Managed and supervised an annual ePowertrain budget exceeding $30M for LMT programs.• Conducted multiple ePowertrain battery & diesel electric gateway and stakeholder reviews for sr. leadership team.

Chosen to lead the identification of condition monitoring (CM) technologies for use in Customer Value Agreements (CVA) and Prioritized Service Events (PSE) for Construction Industries. Coordinated technical leaders from Cat Digital, EXD, EMD and BCP to prioritize the CM project portfolio based on historical event data and RICE scoring methodology.• Directed the release of the Hydraulic Health Test for APU2023, for the groundbreaking Hydraulics Performance CVA.• Identified and prioritized “Top 10” CM opportunities enabling PSEs.• Developed multi-generational project plan transitioning from event-driven PSEs to real-time prognostics.

Promoted to lead the development and deployment of emerging electronic technologies across the agriculture segment. Coordinated and led development activities across off-board digital and on-machine vehicle electronics segment for over three hundred individuals.• Delivered next-generation modular electronics platform for AFS Connect Magnum & Steiger tractor production launches.• Supervised the delivery of AccusSync enabling coverage sharing between vehicles.• Introduced agile concepts into the precision farming department allowing for weekly builds.

Hand-picked to lead new product development, current product maintenance and continuous product improvement activities for four unique crop production platforms. Managed staff of eight systems and four software engineers. Created strategic staffing plans, interviewed, and hired. Set goals, identified career, and learning needs for staff. Completed performance reviews. Controlled budget exceeding $5M annually.• Drove project planning to ensure on-time delivery of two planter and one sprayer introductions.• Led transformation of the soil management platform to an electro-hydraulic control system.• Directed high definition mapping implementation, leading to a 5% increase in planter sales.• Improved internal communications via monthly platform meetings and weekly blog.

Picked to lead the creation and implementation of new product support service strategies and repair options for three major mining sector product lines. Supervised a team of five product support engineers in the Aftermarket Integration Center of Excellence Department. Developed and managed goals, training plans, and career development plans. Conducted performance reviews. Managed budgets exceeding $6M, increasing deliverables by 200% while reducing annual budget spend by $1M.• Increased aftermarket repair sales from $1M to $5M by creating and implementing a global communication and marketing strategy for direct dealer interaction.• Boosted productivity and work quality by introducing the team's first learning and career development plans.• Streamlined the program by launching a new website, monthly newsletters, and region-specific calls, reducing dependence on internal partners for sales.• Represented the company at Society for Mining, Metallurgy, & Exploration (SME) events.• Awarded SME’s Technology Program Area Manager Award for coordinating over one hundred technical papers on mining and exploration technology for the 2016 SME annual convention.

Appointed Engineering Manager for a special initiative to boost operating profit for four product lines in the Global Mining Hauling & Extraction Division. Managed a $200M budget, collaborated with leadership to prioritize R&D projects, and developed integration strategies for the Bucyrus acquisition.• Championed a strategy initiative that identified $1B-plus of operating profit improvements.• Improved R&D project prioritization by creating a structured funds allocation method using net present value, cost, IRR, and sales impact estimates. This process is still in use today.• Developed a comprehensive integration strategy for Bucyrus personnel, products, logistics, and data management.• Generated over $200M in additional revenue over three years by leading the conversion of 30,000+ Bucyrus part numbers to Caterpillar numbers.

Promoted to Engineering Manager to lead a newly formed Special Projects section within the Hauling & Extraction Division. Created job descriptions and SMART goals for four senior engineers. Facilitated a global search for new manufacturing location for hydraulic mining shovels.• Identified new manufacturing location for hydraulic mining shovels, achieving $73M NPV and 17.1% IRR. Collaborated with a global, multi-functional team to develop strategy and processes.• Coordinated a multi-functional team to successfully turn around a delayed manufacturing relocation from Germany to Wisconsin.• Led the initial conversion of Bucyrus engineering prints to Caterpillar standards.• Ensured an experimental mining shovel was operational at Tucson Proving Grounds before MINExpo 2012, creating the only site worldwide for dealers and customers to see an Electric Rope Shovel operate outside a mine.• Trained and certified the first 5 Six Sigma Green Belts from Bucyrus.

Promoted to Engineering Supervisor to lead the testing and development of the autonomous haulage system and field operations team. Managed team of ten direct and fifty indirect reports consisting of heavy equipment operators, welders, mechanics, and technicians. Directed all weekend facility operations for three 12-hour shifts per week. Managed the Tucson Proving Grounds Contracted Services and Fuel/Fluids programs. Administered more than $7M in budgets.• Enabled $270M in sales by leading the development, verification, and validation of an unmanned haulage system. Managed test site construction and field operations.• Increased test efficiency by 5% at Tucson Proving Grounds by implementing the Caterpillar Production System to identify and eliminate root causes of delay.• Boosted productivity by 15% and eliminated overtime costs by launching and supervising a new weekend shift at Tucson Proving Grounds.• Championed the SkillsUSA Mobile Robotics Competition on behalf of Caterpillar.• Improved employee satisfaction more than 20%, based on opinion surveys.

Spearheaded process and efficiency improvement projects to support the design, development, and testing of mining, construction, and paving machinery for the Product Development & Global Technology unit. Planned and led Six Sigma projects for the operations side of the business at the Tucson Proving Grounds, utilizing DMAIC methodologies. Supervised teams of green belts and subject matter experts.• Improved efficiency 5% by standardizing work and information required for all validation projects.• Achieved a 10% increase in efficiency for shop work by standardizing procedures.• Delivered a 5% productivity increase for the North Truck Pad Shop facilities by leading a 5S project for mechanics, engineers, and technicians that standardized parts and equipment inventory control.• Created a Lead Mechanic position for the Engineering Supervisors to streamline workflow.

Managed teams and projects to facilitate the design, development, and verification of electro-hydraulic systems for mining and construction equipment. Prepared project plans and budget statements, tracked component costs, development costs, and dealer repair frequency, and managed CPI projects to resolve issues with equipment in the field. Ensured FMEA’s were completed for each new system.• Led the design and delivery of a first-of-its-kind steering system for 5 motorgrader models.• Recognized for delivering multiple systems and subsystems on time for pilot and production builds.• Reduced product time-to-market by reorganizing the group to create specific subsystem teams.• Eliminated more than 150 product quality issues, saving hundreds of thousands of dollars and ensuring the highest quality of products going to market.• Earned the AQI Award from Caterpillar Electronics.

Managed software development and verification projects and led Six Sigma initiatives to identify strategies for reducing software development costs. Supervised on-site software engineers and 4 offshore (India) program managers.Selected Accomplishments:• Saved more than $940,000 by planning and leading Six Sigma development cost reduction initiatives, including outsourcing of development and test phases for projects.• Enabled more than $600,000 in savings by serving as an in-house Subject Matter Expert for Software Outsourcing and PWM FPGA to ASIC.• Led the delivery of several critical software tools on time and within budget.

Developed and verified embedded C software for next generation engine controllers, machine controllers, and displays.

Designed, tested, and troubleshot new and existing hardware for electronic engine control modules. • Saved more than $500,000 per year by leading cost reduction initiatives.

Tested and troubleshot surface mount and mixed technology printed circuit board assemblies.