CAI is the globally trusted integrated service provider to the pharmaceutical and biotechnology manufacturing industry. Initially growing its roots in commissioning, qualification, and validation, CAI has expanded its expertise in all aspects of cGMP manufacturing and critical utilities. We exist to build a better working world and improve the human experience. As a member of the CAI team, I've had the opportunity to; • Develop and revise over 40 Policies, Standard Operating Procedures, and Hazardous Energy Control Procedures for the Utilities Department of a global pharmaceutical company resulting in increased safety, efficiency, and operational continuity. • Commission and execute Factory Acceptance Testing on 3 prefabricated manufacturing skids during the COVID-19 pandemic, ensuring the critical systems met all user requirements, were delivered on-time, and were operationally ready to manufacture lifesaving therapies.• Utilize risk-based commissioning, qualification, and validation strategies to transition a client site from R&D to full-scale cGMP manufacturing, while identifying and resolving 46 compliance discrepancies to deliver the facility 3 months ahead of schedule.• Consult with client Quality Assurance teams to lead rigorous CAPA & root cause investigations to develop thorough process validation protocols to improve human performance and drive operational excellence.

The City of Milwaukee is a complex organization comprised of 4 systemic elements – residents, businesses, visitors, and government – and is pillared upon 3 success principles – safe neighborhoods, economic development, and sustainability. The city establishes the fundamental platform on which our community thrives. However, Milwaukee is faced with significant infrastructural, financial, and humanistic challenges. Therefore, as the city’s Building Services Manager, I have had the opportunity to; • Lead a division of 13 personnel, while practicing situational leadership and lean methodology to rebuild an understaffed and overwhelmed operations and maintenance department, significantly boosting employee engagement and organizational culture. • Integrate strategic decision making and sustainability principles to improve operational efficiency and infrastructural resilience, while decreasing the city’s energy consumption by 4% and help catalyze Milwaukee’s 1MW solar initiative.• Collaborate vertically, horizontally, and openly, while utilizing an entrepreneurial mentality to recreate a shared vision for success among multiple city departments, while simultaneously managing 16 external partnerships to supplement the O&M workforce.

MillerCoors mission is to delight the world’s beer drinkers, while fundamentally improving the neighborhoods in which they operate. Since 1855, MillerCoors’ Milwaukee Brewery has been servicing its community through sustainably driven stewardship and helped build Brew City. However, as the American macrobrewing industry is met with significant market share loss and the iconic Milwaukee Brewery continues to age, I worked as a stationary engineer to; • Revitalize the Milwaukee Brewery’s Fuel Energy Water Emission Reduction (FEWER) Team and provide engineering and maintenance strategies to achieve aggressive 2018 sustainability targets, which markets modern consumer value. • Develop strategies to optimize the controls and sequencing of the brewery’s ammonia refrigeration plant, increasing operating efficiency by 3% and thereby contributing to the Milwaukee Brewery’s $3 million budget savings initiative in 2017. • Collaborated with the Fermenting Department to implement new CO2 collection triggers, which increased the Milwaukee Brewery’s weekly CO2 efficiency by 2%, while decreasing overall CO2 emissions and the brewery’s dependency on contracted liquid CO2 deliveries.

The United States Navy represents the nation’s pinnacle national defense platform, as its fleet continuously patrols the land, sea, and sky. The Navy promotes global strategic deterrence, while constantly providing global residents with humanitarian relief in the wake of natural disaster and civil unrest. However, the Navy would not be able to successfully carry out its mission without a backbone constructed of a robust and continuously improving technical workforce. Therefore, as a submarine qualified nuclear plant supervisor, I feverishly; • Worked with senior leadership to perform engineering department program audits, data analysis, and research to implement strategic process improvements, and ensure 10 United States Submarine crews maintained certification to operate nuclear reactors. • Worked with executive level officers to rebuild a severely deficient radiological controls audit and surveillance program, in which root cause analyses and corrective actions were then implemented into engineering department training to improve personnel radiation health and safety, and the U.S. Navy’s environmental footprint. • Managed Submarine Squadron 19’s material readiness program, which identified and matrixed the status of all inoperative equipment and material deficiencies vital to mission readiness on board 3 United States Submarines. This program was instrumental for expediting asset acquisition and delivery, thereby minimizing mission limiting conditions and submarine downtime. • Supervised a department of 88 personnel, while directing a division of 8 engineering technicians through an arduous submarine-based reactor refueling and ship wide overhaul, which resulted in the USS Nebraska extending its hull life by 25 years.