Leading a team of engineers working on the overall integration of HWIO, Ethernet IO, and Basic Software for GM's future vehicle electrical architecture.

*Defined, designed, and developed the Lean Portfolio Management (LPM) competency of the Scaled Agile Framework (SAFe) to align strategy and execution of the global electrification, controls, software, and electronics software portfolio.* Collaborated with key leaders to determine strategic themes to drive the composition of the software portfolio.* Coordinated with key stakeholders on a portfolio roadmap to ensure deliverables meet key milestones on time and with quality.* Lead leadership portfolio sync events to showcase how the software portfolio is progressing toward meeting the strategic themes.

Direct and coordinate the business management functions for the Product Cybersecurity department. Provide support to the Chief Product Cybersecurity Officer and function in day-to-day business operations. Responsibilities include:• Represent and reinforce the Chief Product Cybersecurity Officer’s technical and organizational direction• Support planning, development and execution of the Chief Product Cybersecurity Officer’s business plan, key strategies & initiatives• Identify and lead special projects in alignment with department goals to continuously improve the execution of product cybersecurity• Act as the single point of contact to finance and the liaison between Purchasing and Product Cybersecurity. Manage the department's budget and track spending and purchase orders.• Create and deliver presentations to senior leaders providing updates on projects and initiatives impacting the cybersecurity of General Motors' products

Responsible for establishing, maintaining, refining, and communicating business and technical processes for all Product Cybersecurity teams - core vehicle, connected services, vehicle cybersecurity testing, autonomous vehicles, and risk analytics.Executed projects while ensuring appropriate requirements are gathered, suitable milestones are selected, and risk mitigation strategies are put into place to ensure efficient and timely execution. Implemented ‘discipline leader’ roles within GM’s Product Cybersecurity group to establish process ownership of key department functions to increase process adoption, integration, and ownership. Member of the 1st place team (out of 32 teams) for the 2018 General Motors iHub SYNAPSE innovation contest – competition goal was to increase electric vehicle adoption. Media Post:

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Responsible for managing a team of ten individuals to lead and oversee build, and implementation of the systems that support the operating rooms and anesthesia services. Received the Henry Ford Health System (HFHS) Shadow of a Leader award for those “Who demonstrate HFHS cultural beliefs and achieve key results, through their high quality of work, demonstrate System values, foster employee morale, promote and maintain safety, implement process improvement strategies and exemplify customer service excellence.”• Collaborate with technical and non-technical individuals and teams to ensure critical business and technical processes are supported by strategic initiatives that drive business objectives.• Translate organizational needs into design requirements to improve financials, processes, and safety.• Facilitate meetings and crucial conversations between senior management, cross functional teams, and/or vendors to resolve difficult, sensitive, or political issues that prevent the advancement of system delivery.• Ensure appropriate project requirements are gathered, appropriate milestones are selected, and risk mitigation strategies are put into place to ensure efficient and timely project completion. • Created several best practices for intake, system development, and testing to spread across other system teams.• Three time presenter at Epic's national conferences showcasing innovative design and implementation of surgical applications.• Led a multi-disciplinary team to redesign surgical specimen documentation and processing; considered a “best practice” Epic customer and winner of Henry Ford Health System's annual Quality Expo contest.

Responsible for the surgical information systems and hardware supporting the operating rooms at Henry Ford Hospital. Information systems included clinical documentation, RFID equipment tracking, tissue tracking, and instrument sterilization tracking systems. Also responsible for surgical billing, employee payroll, and surgical scheduling.• Utilized Crystal Reports and email delivery software to provided data and reports to clinicians and executives• Created monthly Excel report dashboards for surgical leadership to review case volume, room turnaround times, and operating room utilization.• Improved interface design to increase reliability and improve timing of surgical record import into the legal medical record

Process Improvement Engineer for Henry Ford Hospital Department of Surgical Services. • Collaborated with Surgeons and Anesthesiologists to develop a patient risk stratification model to determine the appropriate level of pre-surgical optimization• Lead several process improvement efforts to improve surgical scheduling and pre-admission testing processes• Taught Lean process improvement classes to multi-disciplinary groups including nurses, surgeons, and anesthesiologists

Internal consultant performing various performance and process improvements. Projects include workload studies, space analysis, and Lean, Six Sigma implementation. Much of my work focused on hospital patient throughput using Lean and other process improvement methodologies.• Analyzed outpatient MRI scheduling processes and software design to reduce “waiting to schedule” work-in-progress by 80% while decreasing scheduling turnaround time by four days • Created a simulation to study Labor and Delivery workflows to determine bottlenecks and provided recommendations for improving throughput• Worked with VP of Business Development to perform ad-hoc data analysis and “what-if” scenario simulation to determine appropriate hospital bed allocation, specialty unit relocation, and staffing levels• Maintained a database of new patient business and provided reports per department to determine new growth areas• Presented locally and nationally on the topic of Lean in Healthcare. Groups included American Medical Technologists National Organization, Detroit Chapter of American Society for Quality, Detroit Chapter of Institute of Industrial Engineers, and the Detroit Chapter of American Association of Medical Assistants.