Responsible for FTC Digital’s growth through the development and execution of GTM activities, and the deployment of high-touch Customer Solutions engagements

Led the launch of FTC's new Distributed Generation business unit. Specifically, led the ideation, planning, partnership negotiations, process creation and go-to-market execution of the complete business unit

Developed end-to-end lifecycle process with a team of 4 for a $4.7B retail apparel client, from location selection through post-construction annual performance evaluation; developed model to refine financial performance estimates resulting in improved location selection and profit margin forecast.Carried out due diligence for a $750M washer and dryer company acquisition; evaluated target attractiveness through competitive landscape analysis including market visits.Completed business development work targeting clients in the High Tech, Energy and Sports Industries, including growth opportunity identification and e-commerce channel development.

Developed and presented new Asset Care Strategy to senior leadership leading to 100% adoption. Implemented strategy by establishing relationships with Plant Directors, line Supervisors and hundreds of resistant union Workers in seven brewing/bottling plants. Line efficiencies improved from 90% increasing revenue by $800,000 per year.Analyzed need for re-adjustment of staff in maintenance positions to streamline operations. Convinced management of required changes. Reduced working capital from $13 million to $8.5 million through the creation of new job descriptions that focused on optimizing spare parts management Established relationships with union workers and line supervisors, to implement optimized work order flow processes that reduced maintenance costs and generated savings of over $900,000/year.Backus Manufacturing Academy Instructor; Employee Induction Program leader; Interviewer for new employees into Asset Care Department.

Analyzed energy consumption data and identified non-efficient pumping systems in three plants and proposed energy saving initiatives, resulting in savings of $160k/yr.Evaluated staff competencies for all maintenance supervisors nationwide, as part of a cross-functional HR and Manufacturing team charged with identifying training gaps. Resulted in individualized training programs, which reduced leadership and knowledge gaps.Analyzed CapEx models, developed and launched new Early Equipment Management process in conjunction with an Engineering and Finance team. Resulted in optimized CapEx investments for long-term gains.

Summary: Provided support to the Engineering Project Planning team by implementing the new Project Management standards, which I developed as a Trainee.

Selected as one of four Manufacturing Trainees from pool of 225 candidates. Completed rotations in Marketing, Distribution, Sales and Supply Chain.Analyzed Engineering processes and developed Engineering handbook for CapEx projects.

Location Description: CAMISEA Gas Plant, Urubamba region, Cusco, Peru Based in the Peruvian Amazon, was the second largest gas extraction plant in South America at that time. Located in hostile, complex and highly bio-diverse environment, only reachable by air. Led team of 4 technicians at the Camisea Plant. Implementation of new maintenance philosophy based on condition monitoring. Coordinated maintenance jobs based on my recommendations, resulting in fewer unnecessary machine interventions and over $300k/yr savings.

Planned and programmed all electro-mechanical maintenance tasks needed to secure continuous Plant operation with planned execution of >98% Led pre-execution meetings with plant management and post execution meetings.

Summary: Undergraduate employed by Scott Wilson Railways, working on the RIBA Stage D study of the Victoria Underground Station Upgrade. This upgrade was a major modernization project, estimated at £300 million.