Anderson Dock and Lift Co. is a fully licensed and insured company, using superior products to create beautifully crafted, long-lasting docks. Our specialties include but are not limited to: boat lifts, custom designs, dock building, dock repair, decks, floating docks and seawalls. In addition, Anderson Dock and Lift Co. will obtain the necessary state and/or local permits required for the project.

UNITED STATES ARMY RESERVE Battalion XO, Major O-4 Operations Leader for a Combat Sustainment Support Battalion with 600+ soldiers providing austere logistics support for all classes of supply (Food, Water, Munitions, Fuel, Maintenance, Medical) to U.S. and Coalition maneuver units across Iraq, Syria and Jordan. · Led operations for combat missions against ISIS. Provided Logistical Strategy and Command and Control of Organic and Contracted elements conducting resupply and forecasted sustainment of Logistical Nodes in the Combat Area of Operations. Maneuver Enhancement Brigade Support Operations Staff Officer, Major O-4 January 2013 to January 2015Area Security and Force Protection Officer responsible for planning, coordinatization and directing security and anti-terrorism operations. Served as counsel to the Brigade Commander associated with force protection concerns and Military Police operations. · Led hurricane relief efforts for civil and military agencies providing evacuation/rescue efforts for civilians in South Carolina. Company Commander Maintenance Company, CPT 0-3 and Major O-4 October 2009 to January 2013Responsible for 350+ soldiers. Provided maintenance support with a high-level readiness to deploy as stand-alone entity and functional maintenance company providing theater-level maintenance in a Sustainment Brigade Area of Operations. · Drastically improved Soldier qualification metric from 54% to 90% within the first 6 months of Command.· Created program focused on increasing Physical Fitness Test increased pass rate by 53% within the first year of Command.

Directly responsible for all operations including production, quality, planning, purchasing, spares, warranty and outside contracts with 250+ direct reports and P&L responsibility. · Tripled production of airplanes in two years using Hands on Leadership, Visual Daily Management and Lean tools. · Led rate increase from 1.5 aircraft a month of a single model to 5 aircraft a month of multiple models.· Reduced inventory from 22 million to 7 million with one-piece flow principles and improved manufacturing production orders.· Improved factory layout with Lean exercise using scale models and layouts. Improved 5S/safety; decreased movement /waste. · Delivered 24 Experimental Light Attack 710P Archangel Aircraft to IOMAX Inc. for integration at the U.A.E. Air Force. · Led FAA Certification for 4 aircraft: 710P, 660P, 510G Electronic Engine Control and the 510G switchback fire bomber. · Created large-scale quality/manufacturing repeatability project for aircraft tooling and jig fixtures. Purchased metrology equipment and hired full-time metrology operators/tool makers to fix and replace defect driving manufacturing tooling. · Achieved a dramatic rate increase using Return on Investment calculations and Rate Readiness project management. Purchased new capital equipment and created a WAR room for meetings to prioritize and status all Rate-focused projects. · Implemented SAP in the entire factory and set up MRP and Kanban on all fabricated parts.

Directly responsible for start-up on G-500 and G-600 Advanced Airplane Programs. Direct reports included the organizations of Quality, Manufacturing Engineering, Industrial Engineering, Materials and Aviation Technicians. · Developed organizational structure, factory layout, build plan, value stream and precedence network. Led SAP implementation on new program transitioning from aging DOS based MRP system. · Stabilized world-wide supply chain; led procurement (First Article Inspections, FAA conformity and supplier rate assessments). · Set supplier quality standards by developing documented communication program focused on supplier RCCA reporting. · Led factory Lean initiatives focused on defect elimination, flow reduction and manufacturability focused engineering changes.· Created safety-focused culture with ZERO recordable injuries since program inception.

Senior Manager for the Wings commodity 787 Final Assembly, Wing to Body Join, Wings Exterior/wing panel closeout, Wing Electrical/HIRF and Wing Lay down spanning 3 positions containing 10 managers with 170 direct reports. Part of startup team in the factory including Build Plan Review, Tooling Design, Value Stream Mapping, Layout, Recruitment and Training of Employees (documentation, lean training, visual, hands on) and Startup of Production in July 2011. Before going to a Commodity-based format (i.e. Wings) led initial production efforts in control Surfaces, Forward/Aft Joints, Wing Tip Joining, Wiring, etc.· Developed Lean implementation plan and led start-up Kaizen Lean events for new Boeing South Carolina FA factory.· Developed staffing plan, operating rhythm, metrics and 5S layout. Conducted over 100 Kaizen Events throughout the factory.· Achieved lowest Cost Per Job of 5.8 hours (goal of 6.8 hours/job). Reduced defects per 100 jobs from 30 to 1.8 /100 jobs (using Lean principles of Ishikawa, 4 Squares on Defects-through suppliers, Fishbone Diagrams, 5Whys, No Defect More Than Once).· Reduced factory flow from 8 days to 6 days through adjustments in tooling, sequence of operations and pulsing the line. Developed strategic plan to drop to 5 days of factory flow in an ongoing effort to reach 3 days of flow. · FT5 Compliance, FOD, Tool Control and 5S leader for Final Assembly factory with 2 K-Level Compliance Manager direct reports and 12 factory compliance focals. Executive Focal for Boeing Education Council.Senior Manufacturing Manager, Boeing Everett 787 Final Assembly Manager for structural joins for 787 final assembly; senior level manager for 2 positions over 8 managers with 100+ direct reports. Managed first-level managers in a direct and cross-functional reporting relationship; resolved constraints in support of final assembly.

Operations Manager, Gilbarco Veeder-Root Division February 2010 to June 2010Managed North American Operations, including production, staffing, schedule and delivery, for Gasboy Fleet Management Product Line.· Scheduled product start dates accounting for labor variations, TAKT and cycle time, personnel and throughput inhibitors.· Measured on key performance indicators for internal and external quality PPM (parts per million), LUI (labor utilization index), PPLH (parts per labor hour), OTD (on time delivery) and past due dollars. Ensured that standard work was followed, 5S standards were met and manufacturing processes were improved with continuous Kaizen efforts.· Reduced and resized Kanban’s throughout department, reducing inventory by 15% which freed up $860,000 in cash flow.· Led 2-week boot camp to implement standard work, revamped cell layout and 5S. Result: gains of 30% in both PPLH and LUI.Production Manager, Gilbarco Veeder-Root Division January 2009 to February 2010Managed Powder Coating Department for Gilbarco GSO manufacturing plant. Accountable for a 23 hour/day 5-spray booth powder coating operation. Responsible for 23 associates, 2 quality technicians and a materials planner. Measured on metrics of OTD, PPLH, quality PPM, and number of sidetracks to internal customers caused by graphics department. · Increased productivity and brought monthly PPLH average from 17 to 24 PPLH through quick-color change procedures. · Led Kaizen team chartered to establish a material delivery system of painted parts to entire plant. Established a tugger train route with scheduled stops at drop zones to replace forklifts previously used as delivery taxis. Kaizen reduced forklift use by 6 forklifts, decreasing dangerous forklift traffic in plant and reducing annual spend on forklift leasing by 22%.

Senior Command Post Officer, Captain O-3 November 2006 to January 2009 Lead 30-person team controlling aircraft mission, including tracking/controlling inbound and outbound aircraft at Air Mobility Command (AMC) operations hub. Responsible for guiding/leading courses of action during crisis and emergency situations. · Led team selected #1 in AMC with 94% on-time departure rate (12% above AMC average). · During an operational flying deployment, led team during surface-to-air missile attack in Iraq; saved $22 million C-130E aircraft and the lives of 72 Soldiers; awarded “Air Force Combat Action Medal.” Flight Tactics Officer/Chief Flight Scheduler, Captain O-3 May 2004 to November 2006Taught advanced avionics and combat tactics for aviator techniques/procedures. Developed flight schedules for 30+ flights weekly. Managed operational flying/ground training 50+ flight crew members. Responsible for maintaining/controlling classified documents.· Led team that achieved 97% mission success rate in Iraq; awarded “Air Medal/Outstanding Unit with Valor.” C-130E/H Aviator, 1LT O-2 December 2001 to May 2004Responsible for executing missions, reviewing mission requirements, intelligence, and weather information, preparing/filing of flight plans and crew briefing, and ensuring aircraft was pre-flighted, inspected, loaded, equipped, and staffed for mission. Responsible for operating advanced avionics and navigation systems. Led missions for 5-person C-130E crew. · Directed aircraft for medical evacuations; airlifted 30+ patients out of Baghdad; led airdrop emergency recovery of parachutist.· Led defensive countermeasures, defeating enemy in surface-to-air missile threat; ensured supply of blood reached Balad, Iraq. · Attended 15 months Undergraduate Flight Training (Graduated #1 of 30).Air Transportation Apprentice, SRA E-4 May 1999 to December 2001Responsible for air transportation activities at air mobility command hub of operations.