• Managed tow coating industrialization efforts across 3 manufacturing sites and 1 research center in 4 states, reducing manufacturing losses and accelerating process improvement project incorporation• Implemented project management best practices, combining agile methodologies and a more structured tracking system, resulting in a more tailored approach to project development and execution and an improved project closure rate• Owned multi-million dollar project budget targeting coated tow cost reductions, strategic capacity expansion, staffing requirements, equipment manufacturer requirements, and future technology improvements for material stream

• Owned cost forecasts for all new product introduction (NPI) hardware including projecting costs from initial build through 500th unit• Led joint engineering, manufacturing, and development Integrated Product Team to refine product design and manufacturing strategy prior to full production release for new engine design• Developed and executed the transition and integration project plans for all PMC composite NPI hardware by organizing coordinated process/tool development between development and production sites

• Directed NPI operations for new LEAP components, delivering hardware within 6 weeks of tool and press delivery below 50th engine target cost by 4th engine• Led a team of 85+ to increase output by 40% and generated $22M in cost productivity for multiple components across 5 engine models• Coordinated facility transition from Velocity Costing to Direct Labor Vouchering by coordinating Lean action workouts, redefining operational structures, and optimizing manpower for multiple production lines

• Drove scrap on the CF6 OGV line below 10% in 2012 with an avg. production of 234 parts per week, with scrap peaking at 8.1%. Scrap on the Fan Platform line was reduced from a peak of 10.8% to 9.8% at 2012 YE with an average of 129 parts per week. Scrap reduction was guided by process data and operator input.• Guided GE90 and GEnx-1B/2B Fan Platform cycle times below 60 and 70 hours respectively, a 10 hour reduction across the board equating to roughly $300 savings per part. Improved material kitting and rotation to reduce losses due to material out time for CF6 OGVs• Investigated and responded customer reported quality concerns upon receipt by checking routers, sign offs and MRB tickets to completely answer any concerns. After investigations were complete, corrective and preventative actions were implemented to minimize and eliminate future concerns.

Performed product and workstation audits to ensure quality in production parts. Devised strategies to reduce non-conformances by creating new methods of monitoring production and improving response time to issues on production line