- Managed organization of 65 employees including line technicians, managers, and off-line support. - Responsible for all PDQCSM results for the department- Reduced unplanned downtime by 25%, unplanned stops by 40%, and increased PR by 10% during course of role with >99% case fill rate.- Responsible for current & future staffing plans based off business need.- Ownership of department contractor (Technical Associates) consisting of 50 FTEs. Responsible for contractor staffing plans and work processes to support the business.- Created, implemented, and executed annual department masterplan- Ran daily and weekly department daily direction setting meetings. Ownership of weekly loss analysis/Hoshin/Kaizen meetings- Ownership of Homecare Defect Handling Daily Management System- Ensured efficient production scheduling, quality standards, and collaboration with supply chain partners. - Responsible for budget management, safety compliance, effective communication, operational challenges, continuous improvement initiatives, and integration of new technologies. - Focused on achieving operational excellence and contributing to the overall success of the manufacturing organization.

- Responsible for overseeing all change for a module and delivering manufacturing readiness and excellence for all projects including new production technology, product innovation and material changes.- Supported the site/module change master plan and the Manufacturing connection between the upstream team and downstream (Plant) resources as well as the Supply Network Operations.- Managed a team of 8 employees and was responsible for developing their GSUM capability.- Led over 300+ projects ranging from sku qualifications to line start-ups- Created and managed operating budget of over $2MM for new initiatives and projects in Fabric Care- Coordinated the execution of over 100+ quality validations by aligning key resources and validation plans- Delivered capability and capacity through new initiatives that enabled production and shipments during the COVID 19 crises, growing volume and market share. - Conducted weekly presentations to plant leadership, focusing on project performance, costs, and risks and mitigation- Ownership of IM Pillar & Global Start-up Management (GSUM) for Fabric Care- Reduced validation sampling by 90% to save on cost and eliminated time constraints to validation runs

- Led the startup of a brand new 8500 cuts/minute packing/converting line staffed with a 20 person team for a 24/7 operation of the largest P&G plant in the world (greenfield site) for the Dryer Sheet Business. Retail sizes from 15 ct to 250 ct.- Managed 20 direct report line operating technicians and support technicians. Responsibilities include line staffing, scheduling, pay management, monthly/quarterly 1:1’s and career progression plans.- Managed staffing to optimize performance, balance skills, develop capability, minimizeconflict, and reduce risk. Developed 4 highly capable self-sufficient teams with brand new technicians.- Coached Daily Management Systems including safety, quality, loss elimination, preventative maintenance, autonomous maintenance, defect finding, and equipment ownership.- Built/sustained the safety culture to achieve 0 recordable incidents and 0 TIR.- Owned Centerline System for Tabler Station plant and back-up AM Pillar leader

- Owned startup of Folder/Cartoner/Automatic Magazine Loader equipment for the first manufacturing line at Tabler Station (estimated to be P&G’s largest manufacturing plant in North America). Ownership included training technicians, vendor communications, standardizing documentation, input to line operating systems and equipment runtime results.- Completed 6-month technical training and qualification completed at P&G manufacturing site in Canada.- Collaborated with P&G Canada to complete design reviews and lead the US Vendor Acceptance Testing of 2 Folders, Cartoners, and Automatic Magazine Loaders for the Dryer Sheet business.- Delivered expected results by reducing variability amongst lines (through process capability & control) and identified, prioritized, and led loss elimination in the Unwinding/Folding/Cutting/Cartoning operation areas.- Responsible for qualifying 20 individuals prior to SOP on ownership areas- Led Folder/Cartoner/AML initiative work to include new sizes and flavors for production needs. Developed centerline matrix using calculated centerlines for fast & easy new size/flavor set-ups.- Owned startup of Folder/Cartoner/AML equipment for the second manufacturing line at a Tabler Station. Developed identically plan to ensure the line from a Machine, Human, Method and Material standpoint was >95% identical and could be run with the same operation. Led process benchmarking and reapplication.- Owned Centerline System for Tabler Station plant and back-up AM Pillar leader