Developing technology that automates shaping teeth to accept crowns in a fraction of the time presently required. Reducing time under the drill from an hour to three minutes is an important advantage to patients, as is the one appointment that is eliminated. In a typical practice, Cyberdontics technology will save ~300 hours/year that dentists may use to build their practice, increase their incomes, or spend time away from the office.

Recruited by a marine systems supplier to direct manufacturing operations of custom systems, for Canada’s first Joint Support Ship for the Royal Canadian Navy that is part of the non-combat package for the National Shipbuilding Strategy. Responsible for all steps from manufacturing, warehousing, logistics, inventory management, purchasing, shipping and receiving. Led 1 Supervisor and 4 direct reports with 21 indirect reports within the operations team. • Reduced project delays from a few months to a few weeks and will drive to on time or better.• WorkSafeBC spot audit findings completed within 3 months of audit.• Hired new team members and managed performance issues to a required conclusion.

Directed and planned the construction of Canada’s next generation of non-combat ships forming part of the $3.4 Billion National Shipbuilding Strategy for the Canadian Government. Led 3 managers with 65+ indirect reports in project planning, detail planning and production control. These technical teams worked on 3 projects encompassing 6 vessels at different stages in their project lifecycles. Managed resource planning specialist supporting the short-term manpower planning to 7-year projections.• Promoted to Director within 3 years and continued in Manager’s role for 6 months after assuming new role.• Built team from less than 40 to 65+ within 12 months and converted quality contractors into full time employees. Coached and mentored team, generated succession plans and ensured fair compensation.• Championed and drove consistent use of Standard Operating Procedures for data integrity, reducing data manipulation and errors. • Implemented a collaborative working group with modelling company, subcontractors and internal design management which resulted in multiple drawing templates required by manufacturing.• Initiated the spousal support program and was the pilot user.

Recruited from the United Kingdom to manage a 5-person planning team creating and maintaining the detailed plan within the confines of the project plan. Worked with the build strategy to generate a capacity plan for the business to develop an integrated program schedule. Engaged with engineering, program management, production and supply chain teams. Established processes and procedures in the development and growth of the business. Worked collaboratively with sub-functions within engineering to ensure delivery of required information.• Built team from 0 to 35 within 2 years. Developed and implemented a 5-person Change Planning Team deployed across the manufacturing organization.• Produced a detailed planning manual which supported the future hire of 10 team members.• Invited to participate in the 5-person team collaborating with Genoa Design, a marine production design company in St. John's, Newfoundland on a 3D modeling system that reduced errors and saved costs.• Developed internal naming convention for hundreds of part numbers, drawing, product structures which resulted in consistent data capture and reporting.

Promoted to manage the project team planning the delivery of the first of class combat vessel and Khareef Class corvette built for the Royal Navy of Oman under Project Khareef. Managed a 4-person team with a further 5 in-directs responsible for maintaining the Project Plan, Detail Plan and Project Controls for this project in its final stages of delivery. Managed the change implementation efficiently while trying to officially handover finished parts of the vessel to the customer.• Developed a simpler project plan that incorporated all of the remaining work. This project plan was more detailed than usual due to time and complexity constraints.• Acted as point of contact for planning issues ensuring a consistent approach in delivery of information.

Worked with the Head of Planning to create a standard planning service that translated the customer agreed Contract Plan into a robust Project Plan. This allowed Operations Management to manage and control resources to meet schedule and budget targets. • Ensured budgets between the levels of planning were aligned and logic, content and durations of the Detailed Plans were agreed and employed.• Managed 12 week look ahead project plans incorporating lessons learned with agreed signed off by Operations Management, Supply Chain and Program Management.

Recruited as a Detail Planner, helped to set up the key performance indicators for the planning department on the UK Aircraft Alliance Carrier Project.• Seconded to the Project Oman Khareef to set up a data driven report so that the Ship’s Area Managers could understand which items were still to be installed and incorporated change/defects.

Recruited by Fairline Boats, a British manufacturer that is world renown for class leading designs and exceptional engineering of luxury motor yachts, to manage a team of 4 engineers improving the current yacht models and developing a new model from Engineering into Production processes. The team deliverables were to assess new design ideas, concepts and verify suitability for the production teams.• Developed a more robust testing criteria which ensured products being used were fit for purpose.• Supported the quality improvement of the sliding sunroof by engaging a 3D optical measurement system. • Implemented an automated department intranet site that proactively kept the business informed.

Promoted by Aston Martin, the world’s fastest growing automotive brand renown for world-class car design and engineering, to manage the construction of each car that begins in the body-in-white and tub assembly area where the component sections for the chassis are bonded together. Managed the build of all car models from chassis manufacture to body panel fitment and shipment to the paint shop. Co-managed production with 200+ people over three shifts. Led the integration of new models into the build schedule ensuring shipment deadlines were met. Presented the daily build issues to the management team and the weekly quality issues at the quality meeting attended by the CEO. Recruited operators and developed plans for training and mentoring.• Achieved cleanest and safest area of the facility. • Led factory reduction of non-production consumables that resulted in a 50% spend reduction within 3 months.• Reduced faults per vehicle from seven faults to less than one.• Doubled volume to 180 units per week with only 20% increase in manpower.• Redesigned the production line to be more operator friendly with a focus on ergonomics and safety.

Managed quality, volume, cost and people within Stores, Machine Shop, Body Assembly and Main Assembly Line. Managed a team of 7 Team Leaders, with a total team of 75.• Collaborated with Gaydon Design with manufacture, coating and subsequent delivery of parts within 24 hours of design specification being received.• Worked alongside colleague to deliver the production of 18 cars per week through a facility set up for 12.

Supervised the stores and internal machine shop. Investigated recurring line issues and supported continual process improvements, facility and working practices. Acted as Production Manager during absences.• Maintained delivery of quality machined components to the XK8 assembly line at Jaguar.

Held overall responsibility for the build process from paint shop to engine run up, including 5 build stations and 7 sub-assemblies. Ensured vehicles would be built within the cycle time. • Completed the hot air curing project for the front crash structure within a cycle time. Completed this project 6 weeks ahead of schedule.

Total responsibility for a number of projects within eight manufacturing areas, involving an overall budget of approx. £150,000. These have involved concept, customer approval, modifications, installation and commissioning, together with budget preparation and control, and external and internal liaison throughout.

Responsibility within a team for a project from the start to finish involving a budget of £2.5 million. This involves detail design, liasing with manufacturing, installation and commissioning.