Responsible for full-scope commissioning of renewable power plants.

I work with clients who are interested in industrialization of a greenfield or brownfield battery plant with a focus on LFP cell chemistry. My involvement begins at the 'idea level' and I can help carry the program from the initial business-case to Start of Production.

As the Director of Program Management, I am responsible for the full scope of BESS (battery energy storage systems) and EV programs. This includes initial customer discussions and requirements gathering, program development through execution, and program lifecycle management (field install/integration, model refreshes, program lookbacks, etc.)The core activity - program development through execution - consisted of several key elements:1) Program gate management (APQP-style gate management with all stakeholders)2) Design reviews (to ensure fit-for-purpose and manufacturability)3) Cost monitors (program-level profitability control)4) Frequent and regular customer touchpoints (for alignment and relationship-building)5) Frequent and regular customer-adjacent touchpoints (for alignment, ex: customer's EPC)6) Frequent and regular internal leadership touchpoints (for alignment, planning, and decisions)

As the Industrial Strategy Director, I led development and implementation of industrialization strategies for Microvast's US entity. My focus was on three key areas:1) Optimization of manufacturing footprint to enhance cost competitiveness2) Industrialization to meet current and future customer requirements and demands3) Designing strategies to ensure compliance with regulatory impacts (USMCA, BAA, IRA 45X and 48C, etc.)

Continued digital transformation activities but due to rapidly expanding business needs, my main task was acting in an 'industrialization leader' role for two new plants, one in US and one in EU. My responsibilities were:-Regular customer interface (understand OEM customer requirements, transmit industrialization-related information back to the customer, negotiate any misaligned points)-Internal and external key factor alignment (quality and volume requirements, etc.)-Schedule development from preliminary site selection through product end of life-Discuss key topics with government officials as needed (planning, negotiation, etc.)-Develop hiring plans, hire key individuals (typically long-term project leadership and support)-Support operations-related activities as needed (plant layout, equipment and process design, utilities demand, gathering building requirements, etc.)-General 'project management' duties (schedule management, executive updates, budget development and tracking, etc.)

Led several global initiatives for digital transformation of operations including manufacturing platform development, digital roadmap planning, and strategy development. Key task was representing the needs of the operations side of the business and acting as the interface with the formal IS/IT team, both in a global capacity.

Owner of the NA Region Digital Acceleration program and Production Engineering organization leader for "people" initiatives. Several responsibilities ranging from Digital Acceleration core jobs ("What do our factories look like in 10 years?"), to development programs for managers and engineers, to various staff engagement projects (MTP development, gamification, ...)

Member of a team that is responsible for Nissan North America regional capacity / strategic planning, focused on ensuring the Region has capacity to support the mid-term plan. The team takes the role of a central function that manages large-scale studies that impact the Region's manufacturing footprint and coordinates with all groups (Engineering, SCM, Manufacturing, Purchasing, R&D).

Managed the Machining Engineering group for the cylinder block, cylinder head, and crankshaft machining processes. Supported the engineers during kaizen activities and capital projects.

Manufacturing manager for the High Pressure Die Casting plant operations. Responsible for daily operations and achieving production KPIs - Safety, Quality, Cost, Time - for all shifts.Achieved "Global Benchmark OEE" distinction for FY16 through great teamwork and support from the other Casting functions (Engineering, Maintenance, Tool & Die).

Managed the engineering groups for the cylinder block casting and crankshaft forging processes. The teams implemented kaizen initiatives to improve OEE and reduce scrap, while at the same time leading new project studies and capital improvement projects.

Process engineer for (3) High Pressure Die Casting lines producing 4- and 6-cylinder engine blocks. Implemented scrap reduction and cycle time improvement process changes and supported the plant during the launch of a new cylinder block.

Manufacturing & Design Engineer for Lost-Foam and No-Bake casting process. Supported machining, assembly, and test processes.