Responsible for domestic repair, service of laser tag gaming systems known as Small Arms Transmitter/Receiver or (SATR) technology. Equipment supplied by Battlefield Sports, Australia is high quality Laser Tag gaming equipment, hand held guns, and stationary ormoving targets. Customer requested custom product development service also provided.Contracted to serve as a U.S. repair facility, failed equipment is shipped to my facility; either by U.S. Battlefield Sports Sales Manager or directly from authorized Battlefield Live business owner. Use deductive reasoning to determine root cause for failures, make necessary repairs, submit reports my findings and recommendations via email back through Battlefield Sports USA Sales Manager, and through Linked-In, collaborate with electrical engineers at Battlefield Sport Australia manufacturing facility to define and solve developmental problems. Have designed new products that compliment or work in conjunction with any laser tag equipment that utilizes invisible infrared transmitter technology. New product development driven by business need determined by Battlefield Sport USA Sales Manager.Some traveling has been necessary for field service work to existing or new business ownersthat have purchased this equipment. This service to new business owners may also include equipment set up, gun and game play instruction, training of personnel, and dissemination ofuser serviceable repairs that can be accomplished by the customer. It also includes providing technical assistance and resolution when electronic problems are encountered. Goal is providecustomized and specific information to our customers, and timely service of their equipment. Provide Battlefield Sports/Battlefield Live approved website design to new business owners.

Lead Electronic Technician responsible for continuous improvement of process equipment, maintaining a key area of production in the Night-vision Photo-intensifying optical devices business.Leading a technical team of 12 employees responsible for 24/7 maintenance coverage with specific focus on reduction of repeat service calls. Making decisions and solving problems where equipment design deficiencies existed to target equipment improve performance, yielding better product performance. Have successfully functioned in this capacity for 18 Months.Equipment Engineering department spearheaded the conversion of existing vacuum systems equipment to a more process controllable design. As one of the plants senior Electrical Engineering techs, my talents were shifted to reviewing existing electrical engineering criteria, ensuring all electrical drawings were continuously being updated. My knowledge of raw materials production process quality control cost and other techniques served to reduce delays of incoming equipment build materials. Sub-component chassis assemblies were contracted to outside vendors. I served as L-3’s liaison, to ensure vendors had up-to-date electrical and mechanical drawings. Was tasked with technical writing adding detailed wiring requirement to blueprints, to produce a higher quality chassis and conduct inspections for quality control and assurance, preventing future connection problems. As this build progressed, part numbers would become obsolete, and substitutions were made. One such substitution resulted in a mis-wired cable from a vendor. Took initiative to determine what had changed and resolve the problem. Faulty parts were sent off to another vendor for correction. This timely cable wiring repair resulted in (no lost time) on the projects build.

Lead over a team tasked to improve key process.Leading a team chartered to focus on reduction of product scrap and product yield improvement. The team analyzed and interpreted test and process information to resolve design related problems. Equipment improvements were implemented. Practical application of time tested human relation techniques were used to generate cooperation cross shifts and cross engineering disciplines. Through persistence, initiative and problem sensitivity, these changes resulted in nearly a 2 fold improvement in product output within the last 18 month time period, resulting in nearly twice the number of good units out the door. Communicated directly with all “Stakeholders” in the process, invited them to participate in shift and weekly meetings. Process and equipment relating problems evaluated by using “Fishbone or Ishikawa Diagrams”. Team liaison to solicit cooperation from facilities and equipment maintenance staff to achieve team’s goals. Regularly mentored by a Six Sigma Black Belt from senior engineering staff. Action items generated by the team to correct perceived problem. Created and maintained production performance metrics spreadsheets, imported data from various sources to a dynamic power point presentation that was updated and presented weekly for of a senior management review team. Time tables were created to bring visibility to corrective actions being taken. This information was also included in the team’s presentation.