NESCO is a family of companies each independently operated and managed. This family of companies proudly serves a diverse range of industries helping to bring quality, innovation, and efficiency to domestic and global markets. Our long-standing commitment to deliver best-in-class products and services has been the backbone of our growth and the growth of our customers.

Nirvana Energy Systems is a Silicon Valley startup company developing a revolutionary new technology to efficiently create clean electrical power through the conversion of natural gas using thermo-acoustics.Lead site location responsible for all aspects of developing, manufacturing, testing, and delivering our thermo-acoustic engines to domestic and international customers.• Develop and manage product development process (cost, quality, schedule) and project plans to achieve product development and technology roadmap• Develop and manage supply chain to achieve low cost, high performance solutions• Develop cost models to track product costs for delivering financial objectives • Manage customer relationships with integration and delivery of our product into their applications• Responsible for the development and execution of organizations annual budget• Develop business processes and standard work (quality, manufacturing, supply chain, engineering, human resources)

$1.5B privately held company providing global design, engineering and manufacturing of fluid systems and components. Served Oil and Gas, Power, Chemical, Semi-Conductor, and Alternate Fuels industries.FSG is the largest operations group responsible for 50% of sales for the company. Led a department of 80 managers and engineers in all disciplines of product, manufacturing, process, and assembly engineering across six manufacturing locations. Developed and executed annual operational plans focused on safety, cost, quality, service, and organizational development. Managed a $10.5M budget.• Drove multi-million dollar cost reductions annually through lean manufacturing, value stream manufacturing compressions, and metrics accountability.• Reduced internal manufacturing defects 22% through improved engineering processes and lean events.• Justified and drove new capital projects valued over $5 million annually.• Integrated department through SAP implementation with no impact to customer service levels.• Increased revenue over $17 million through the development of new fittings product launches.• Managed an annual budget of over $9 million• Developed and coached my direct reports. Over 43% have been promoted.

Led 40 mangers and engineers in defining manufacturing strategies to attain quality, service, risk reduction, and efficiency goals. Defined and developed the company’s global manufacturing footprint in US, Europe, and China, including equipment platforms to ensure adequate capacity.• Directed largest cost reduction effort in the organization yielding over $60M in savings through insourcing strategic manufacturing processes.• Drove company’s annual capital project portfolio of $25M ensuring business justification and value recognitions were achieved.• Installed over 30 machining centers and process lines valued at over $20 million.• Streamlined business processes and increased business and financial acumen of engineers.• Chaired the Strategic Flow Committee comprised of CEO, CFO, and other executive VP’s where decisions of manufacturing business strategies are reviewed and approved. Developed and and managed the manufacturing strategies roadmap.• Co-chaired the Continuous Improvement Committee. Developed corporate scorecard for evaluating value driven projects. Developed reporting scorecard for project portfolio performance.• Designed and developed our technical development program for entry level engineers.

Led 60 managers and engineers in all disciplines of product, manufacturing, process, and assembly engineering across five manufacturing locations. Developed and executed annual operational plans focused on safety, cost, quality, service, and organizational development.• Drove cost reductions of $3M annually though lean manufacturing initiatives and developing lean culture.• Installed (5) new machining centers valued at over $3M.• Reduced manufacturing scrap by 15% through processing and tooling improvements.• Integrated the engineering of an international acquisition into the US valve services group.• Coached and developed my direct reports. Over 50% have been promoted

MGA Entertainment is a privately held children's entertainment company, the third largest toy company in America. Little Tikes is a $250 million wholly owned subsidiary, specializing in the global manufacture of high quality, durable toys utilizing rotational molding, blow molding, & injection molding.Director of Engineering and Operations (2006 – 2008)Directed 45 associates in new product development, manufacturing engineering, quality assurance, and tooling operations.• Increased revenues by developing and launching new products.• Championed collaboration across matrix organization from ideation through launch reducing product development lead time by 17%.• Streamlined manufacturing operations utilizing the Newell Operational Excellence lean tools resulting in reduction of mfg. lead times (15%), WIP inventory (35%), and labor (10%, both DL and IDL).• Eliminated over $400k of annual product launch expenses through the development of new stage-gate process.• Drove the cultural integration of our operations from Newell Rubbermaid to MGA Entertainment acquisition

Plant Engineering and Maintenance Manager (2004 – 2006)Led 25 engineers, quality inspectors, and hourly skilled trade in various operational activities.• Developed a TPM program for the organization reducing maintenance expenses $750k annually.• Lead a Value Improvement Program resulting in over $1.5 million in annual product cost savings.• Created a robotics group that yielded an annual savings of over $500k in direct labor.Blow Mold Operations Manager (2002 – 2004)Led 120 associates and 50 blow molders in executing all phases of production with full P&L responsibilities. Developed a strong team across a 24/7 operation that worked collaboratively with all plant, corporate, and inner company connections. Selected accomplishments include:• Developed KPI's for department focused on Quality, Cost, Service, and Safety metrics.• Improved labor costs by 18% through operational excellence program and lean manufacturing practices.• Reduced manufacturing defects over 50% through lean initiatives and process improvements.• Cut unplanned downtime by 45% through equipment reliability program.• Developed a safety culture that drove a 63% reduction in OSHA recordable injuries.• Led the consolidation and integration of our Sebring, OH facility into our Hudson operations.Manufacturing Engineering Manager - New Product Development (2000 - 2002) Led 7 manufacturing engineers in the development of new products ensuring design for manufacturability; creating labor estimates; design, engineer and fabricate all secondary equipment; Trained all production personnel in the proper manufacturing methods. • Launched over 75 new products annually (on time and within labor and capital budgets).• Drove over $2 million in cost savings through implementation on lean initiatives.• Developed new business processes to lean our development process and increase customer satisfaction.

Delphi is a $15 billion automotive OEM and tier 1 supplier of instrument panels, steering wheels, airbag systems, door panels, armrests assemblies, cockpit assemblies, and fascias.Supervisor Industrial & Manufacturing Engineering (1995 - 2000) Led 11 hourly and salaried engineers responsible for the design, development, and implementation of new production programs for instrument panels, fascias, and cockpit assemblies - domestic and international operations. • Successfully launched 3 new programs annually at various manufacturing operations including GM / Delphi owned facilities, dedicated or contract manufacturing facilities, and joint ventures.• Assisted the development and launch of the Delphi Manufacturing System (DMS), modeled off the Toyota Production System• Led the manufacturing engineering for the interior program of a new joint venture with local supplier in Cordoba, Argentina. Developed and implemented all aspects of the manufacturing processes consisting of DFMEA, PFMEA, new equipment acquisition, PPAP, and associate training.• Championed all manufacturing activities across three Delphi divisions in an effort to obtain the total interior business for the 2003 Pontiac Grand Prix, requiring a new manufacturing facility to be constructed in Kansas City.Industrial Engineer, Lead Manufacturing Engineer (1991 - 1995) Developed labor standards, work methods, and optimized manufacturing flow for new product development of various vehicle program instrument panels and steering wheels. Co-lead all APQP and PPAP activities to ensure successful product launches.

Develop and maintain current and future cost estimates for the purpose of obtaining new business. Determine appropriate labor standards and work methods for the manufacturing plant operations using various synchronous manufacturing principles. Calculate and analyze line loads and asset utilization of manufacturing plant equipment