Led a team of 22, with 4 direct reports, responsible for engineering and manufacturing at 2 facilities. This included developing a new product introduction process, evaluating new product concepts, identifying inefficiencies and improvement projects, implementing KPIs to drive continuous improvement behaviors, and managing a $6M department budget.• Mentored 5 engineering teams providing guidance, allocating engineering resources to address operational improvements across multiple manufacturing plants. • Created and presented technical reports to address quality issues for key customers.

Leveraging my success in building operations internationally; I Led a team of 5, while overseeing the successful international transfer of 3 product lines generating $6M in revenue to Czech Republic and Thailand to support corporate growth initiatives. This included managing a $9M budget and the corporate environmental and health safety program.• Managed multimillion-dollar capital budgets and equipment suppliers through new processes and equipment development through validation. • Improved a faltering, multi-site manufacturing process by allocating resources effectively and identifying optimal manufacturing sites to maximize revenue.

Expanding my responsibility and scope from my previous role, I collaborated with corporate leaders to design a new global engineering team, focusing on organizational design and development. Led a team of 30, with 5 direct reports to support international operations. This included managing a $10M annual budget for the department.• Worked with operations and engineering teams to improve process efficiency, standardize work practices and reduce costs. • Worked with a cross-functional leadership team to establish the CoorsTek Operations Roadmap to Excellence (CORE). • Created learning content and metrics for engineering related modules and trained US-based operations leaders to instill a process excellence culture across plants.• Oversaw manufacturing process creation and improvement with a focus on finding optimal paths guided by first principles, Six Sigma, and Lean.

Led a team of 10, with 6 direct reports, responsible for the development of high-volume manufacturing processes, enabling the creation of a new multimillion-dollar division. This included managing a $15M annual budget.• Oversaw the development of a manufacturing facility that currently produces millions of glass vials for the pharmaceutical industry.• Spearheaded a project to design and build glass manufacturing and processing operations for a new pharmaceutical product. • Designed a process used to supply product samples for Pharma-line trials to multiple customers and enable EPA approval. • Led the design, development, and scale-up of processes and facilities from sub-pilot to pilot and production scale.• Led a Design For Manufacturing team that developed many high-volume manufacturing processes enabling the creation of a new multimillion-dollar division, the first manufacturing facility produces millions of parts for the pharmaceutical industry.

Management of early stage manufacturing projects within Corning's New Business Development Division.-Provide direction to project managers-Schedule and objective management-Manufacturing strategy

Project lead and engineering manager for the Digital Light Processor chip package facility in ChinaReceived technical processes from R&D and oversaw equipment installation through validation.Built the quality architecture for the process. Key technical interface with the customer for the manufacturing processes. Managed engineering process and equipment engineering activities of the new facility. Managed the plant engineering staff. Responsible for the capital portfolio of the plant.

Developed 5-year plans with operating units within Corning's Advanced Optics Division to drive short and long-term business decisions and direction.