Responsible for the Operations Team for the Extrusion Department, Engineering Team, and the Training Team. Actively participates in and is an integral part of the Senior Leadership Team that focuses on strategic plans that affect quality, safety, customer service, employee engagement, and financial performance at the Iowa Park facility. Utilizes management skills to instill accountability and improve team effectiveness through quantitative metrics tracking and reporting on strategic projects and tactical activities. Created an atmosphere where focus was put on proactive projects instead of reactive activities. Supports operations leadership in the achievement of the facility’s goals and objectives through project level activities aligned with WCM techniques. Key Achievements: • Integral part of the team that successfully achieved the required level of quality certification. • Facilitated a cultural change that fostered a collaborative work environment for the engineering group. • Coordinating many projects that enhanced operational performance through the use of OpEx fundamentals. • Working with corporate on implementing systems that will greatly enhance process control. • Collaboratively conduct “Town Hall” meetings with the employees in order to foster communication and give a state of the business. • Working actively with EH&S to provide engineering controls for safety issues. • Altering management culture to change from manage by inclusion to manage by exception through use of advanced tools that key on targets and supply real time notification. • Designed and Implemented the Digital Daily Integration standard for Daily Integration meetings.

Responsible for multiple functions within the organization including Process Engineering, Quality, Information Technology, Safety, Facilities, Costing, and New Product Introduction. Continually examined all levels of the operational business model, and directed the continuous evolution of organizational toolsets, to identify and implement process / model changes that improved bottom-line financial performance. Utilized employee development, coaching, and mentoring skills to improve team effectiveness and resource efficiency at all levels of the organization. Created and managed Alcatel-Lucent departmental cost center budgeting and ultimately Flextronics Profit and Loss responsibilities.Key Achievements:• Integral part of the team that successfully transitioned an Alcatel-Lucent OEM manufacturing facility to a Flextronics EMS facility while maintaining operational stability locally until the facility was moved to Austin Texas more than two years later.• Designed and directed the implementation of a state‐of‐the‐art, real time, closed loop PCB manufacturing quality monitoring and feedback tool which increased internal functional test yields an average of 7.8% which resulted in a 49.8% reduction in troubleshooting costs.• Successfully facilitated several TL audits in order to maintain our corporate TL certification.• Developed several organization policies and procedures that governed the consistent management of the facility.• Successfully upgraded all SMT equipment and replaced the entire SMT process with no impact to production which then increased operational capacity by 35%.• Recognized by the Alcatel-Lucent leadership team as top talent and selected to be part of the Alcatel-Lucent Key Performers program.Career Note: Prior to the sale of this facility to Flextronics, named in the succession plan to be the new General Manager for Alcatel‐Lucent Longview Operations.

Responsible for multiple functions within the organization including Process Engineering, Quality, Information Technology, Safety, Facilities, Costing, and New Product Introduction. Continually examined all levels of the operational business model, and directed the continuous evolution of organizational toolsets, to identify and implement process / model changes that improved bottom-line financial performance. Utilized employee development, coaching, and mentoring skills to improve team effectiveness and resource efficiency at all levels of the organization. Created and managed Alcatel-Lucent departmental cost center budgeting and ultimately Flextronics Profit and Loss responsibilities.Key Achievements:• Integral part of the team that successfully transitioned an Alcatel-Lucent OEM manufacturing facility to a Flextronics EMS facility while maintaining operational stability locally until the facility was moved to Austin Texas more than two years later.• Designed and directed the implementation of a state‐of‐the‐art, real time, closed loop PCB manufacturing quality monitoring and feedback tool which increased internal functional test yields an average of 7.8% which resulted in a 49.8% reduction in troubleshooting costs.• Successfully facilitated several TL audits in order to maintain our corporate TL certification.• Developed several organization policies and procedures that governed the consistent management of the facility.• Successfully upgraded all SMT equipment and replaced the entire SMT process with no impact to production which then increased operational capacity by 35%.• Recognized by the Alcatel-Lucent leadership team as top talent and selected to be part of the Alcatel-Lucent Key Performers program.Career Note: Prior to the sale of this facility to Flextronics, named in the succession plan to be the new General Manager for Alcatel‐Lucent Longview Operations.

Directed, designed and managed the implementation of numerous engineering projects that increased the operational efficiencies of the organization. Directed the Customer Acceptance / Bit Error Rate Testing area that simulates the customer deployment and provides feedback into the manufacturing process. Facilitated local, corporate, and external TL‐9001 audits to assure continued compliance with the TL standard and analyzed quality metrics to identify trends and opportunities for quality and cost improvements. Managed the day to day production activities for several production areas.Key Achievements:• Improved Operational efficiency and bottom-line performance through continual improvement of the integrated ERP/MRP/MES on-line process tools that reduced the product realization time by 50% and reduced logistical operational costs by 50%.• Enhanced PCB manufacturing process data accuracy, analysis techniques, and overall process efficiency by continually improving the state‐of‐the‐art, real time SMT quality monitoring and feedback tools. • Through mentoring and coaching, successfully developed an individual contributor’s capabilities to assume Production Management role.

Led a staff of four engineers to continually challenge the status quo and improve upon our business model. Provided many facets of production support including; introduction of all new products; maintenance of key production system data elements; daily shop floor support; an interface to other Alcatel-Lucent manufacturing sites; and an interface to the product Research and Development team. Key Achievements:• Improved Operational efficiency and bottom-line performance through continual improvement of the integrated ERP/MRP/MES on-line process tools that reduced costs by 10%.• Enhanced PCB manufacturing process data accuracy, analysis techniques, and overall process efficiency by continually improving the state‐of‐the‐art, real time SMT quality monitoring and feedback tool.• Worked successfully with our corporate safety engineer and Factory Mutual Insurance Company to enhance personnel safety throughout the organization.• Developed several organization policies and procedures that governed the consistent management of the facility.• Implemented a manufacturing standards update methodology that utilized statistical population testing to determine if the average process times through individual operations changed.• Developed LETR which was both a time tracking system by which our employees were compensated but also a direct feed into our capacity planning tools.

Directed the activities in various production areas to meet production, quality, and cost objectives in a work‐center team based environment. Developed schedules to meet customer demand and disseminated that information to the shop floor working directly with planners and production resources. Created team effectiveness and resource efficiency through team building, employee development, coaching, and mentoring. Recommended manufacturing capacity updates based on future demand needs. Worked directly with the Materials Manager to coordinate supply chain activity. Work directly with the Systems Integration Center manager to synchronize production activities.Key Achievements:• Developed and implemented an on‐line process that fully integrated ERP/MRP/MES that greatly enhanced visibility and control of production.• Created and implemented a world class quality system that employs very reliable data acquisition techniques, provides for real time reporting and enables extensive data analysis.• Through mentoring and coaching, successfully developed two individual’s capabilities to assume Surface Mount Technology support role, transforming them from production resources into support personnel. • Successfully transformed the Longview business model from a captured OEM factory into a more streamlined CM model that would allow the business to be more attractive for divestiture to companies in the contract manufacturing environment.

Responsible for the development of all logistical and physical manufacturing processes and physical layout of the facility. Worked with the work‐center teams to create and implement process improvements that made the operation more efficient. Supported the shop floor for mechanical issues and all automated processes that maintained quality and cost targets. Key Achievements:• Implemented a Fuji Surface Mount Technology line to assemble Printed Circuit Boards which reduced assembly delivery time by 60% and reduced per assembly labor costs by 10%.• Identified need, determined solution, justified, purchased and implemented a Contact System’s Surface Mount Technology line to assemble Radio Frequency (RF) Printed Circuit Boards which reduced per assembly cost by 50%.• Implemented several other pieces of capital equipment throughout the operation.• Transferred several products into and out of the operation.• Part of the successful ERP system transition from RIMS to ARMS.• Implemented Point Of Use Inventory System that moved material to the shop floor thus eliminating central warehousing reducing costs by 10% and order cycle time by 15%.• Designed the new facility and managed the successful relocation.