Responsible for Sales in the Americas, Engineering, Manufacturing and Service for both Blueprint Automation (Richmond, VA) and Blueprint Robotics (Longmont, CO). 180 employees at two different locations.BluePrint Automation is a worldwide leader in packaging automation delivering solutions that offer true flexibility in real world production environments. Blueprint Automation is combining the most reliable case forming and innovative case designs with the most versatile product handling and case packing. Blueprint Automation focuses on three areas: Vision-Guided Robotics : Sophisticated high-speed picking of individual packaged and non-packaged items for loading into your containers, wrappers or hffs machines. Case and Tray Packing : Solutions for flexible and other tough-to-handle packages. Turnkey Packaging Systems : Complete packaging automation solutions taking control of your packaging line from the end of processing through palletizing.

Gerresheimer is a $1.67B (€1.2B) manufacturer of high-quality specialty products for the global pharmaceutical and healthcare industry.– Reported directly to the CEO and COO of Gerresheimer Regensburg GmbH. Led a team that grew from 80 to 100 employees. Reversed a negative cash flow trend in 2009 to positive cash flow within one year.– Grew sales by 100% between 2009 and 2013 and turned EbitDA significantly positive.– Led two-year transformation of site to dedicated medical device manufacturer. Phased out $6M automotive business to align with company goals.– Expanded medical device business and built a $3.5M Technical Competence Center (TCC) to rapidly grow sales with major blue chip medical and pharmaceutical companies.– Oversaw the redesign of production processes and quality management systems (ISO 13485 and FDA 21 CFR 820). Reduced non-conformance reports and audit findings by 95%.– Improved OEE by 13% to a value higher than industry standard.– Reengineered inspection levels. Increased first acceptance rate to almost 100%– Sponsored quality initiatives that reduced product and process-related cost significantly. Examples:– Reduced product-related scrap costs 34% by implementing process monitoring and line checks.– Decreased quality-related labor costs significantly by implementing flexible AQL levels.– Reduced cost of non-quality 49% by implementing stringent CAPA and NCR processes.– Reduced customer complaint rate by 80% and quality-related costs significantly. – Streamlined manual labor by applying time studies (REFA) throughout the organization.– Introduced a values-based leadership approach in the organization.– Established a performance and competency-oriented appraisal process.– Implemented a community involvement program.– Led technical and production-related sales and product development processes that helped win a major blue chip program that will double the site's footprint in 2014 and significantly increase sales by 2017.

– At Gerresheimer Regensburg GmbH (f/k/a Wilden AG), oversaw engineering for a division with 2000 employees at six global sites – Germany, USA, China, Brazil, Switzerland, and Czechoslovakia. – Led a team of almost 200 technicians and engineers. – Held turnkey responsibility for 250+ programs and/or processes in all international production facilities. – Managed all functions of the product realization process: product cost calculation, product development, tool specifications, tool design, tool shop, tool optimization, tool sampling, material laboratory, automation, project management, industrialization, project controlling, and accounting. – Integrated the upfront sales process into the TCC processes by implementing a feasibility approach and a program-specific budget application process spanning the complete lifecycle of a program. – Increased the yearly projected volume in approximately 100 programs by 45% – Increased average program-specific profitability from 20% to 25%. – Integrated apprenticeship program into the talent management program.

– Provided a new process for the product realization phase; implemented this on a global scale. – Organized and streamlined the project management organization worldwide. – Provided for a common certification (IPMA) for all project managers. – Increased global project volume (high double digit M$ per year) by 160%.

Alfmeier Präzision is a $410M (2004) international manufacturer of high precision components in plastic and metal (valves, actuators, pumps, control modules) for the automotive and medical industry; 2000+ employees worldwide. Business Unit Manager – Engine Systems– Led a team of 35 managers, engineers, quality technicians, and account managers. Managed a full P&L.– Oversaw the overall process from demand oriented product definition towards successful mass production release. – Improved annual revenue tenfold – from $700K to $7M within 1½ years. – Developed a successful relationship with the R&D departments of key customers providing for new opportunities. – Transferred product know how from Germany to a U.S. subsidiary. R&D Manager – Engine Systems– Led a team of 17 test and design engineers. Redefined an engineering approach for crankcase ventilation that formed the basis for rapid growth in the coming years. – Improved interface between design, sales, and purchase department by implementing a cross-functional approach in the prospect phase. – Reorganized both organizational structure and workflow organization towards a product group oriented structure.– Improved market penetration in Europe from 5% to 15%. – Spoke to 800 engineers in Detroit who came from the major U.S. automakers and their Tier 1 suppliers. This was key in initiating market penetration in the U.S. with Chrysler and Ford. Program Manager – BMW, Rover, Ford– Managed various projects during the acquisition phase of Rover by BMW for fuel tank systems both in Germany and England. Launched the tank system-related projects in an international project team setup. Design Engineer – Technical Innovation– Developed concepts for comfort fueling and pressure regulation for returnless fuel feed systems. – Managed three CAD operators in the department. – Focus on product and process innovation. Awarded two patents for design of tank systems.

International supplier of automotive electrical components. – Provided consulting services regarding the implementation of laser technologies. – Compiled a feasibility study. Advised the appropriate production technology, supervised procurement phase, and integrated the chosen technology into existing production line. – Reduced process-related scrap costs from 35% to 3% by replacing the existing welding operations.