- Led vendor management initiatives, fostering strategic partnerships and implementing forecasting models that enhanced supplier collaboration and reduced operational costs by 15%- Developed and implemented a comprehensive KPI framework for inventory management that reduced stockouts by 30%, ensuring operational efficiency and process consistency- Directed warehouse and service operations, reducing turnaround time by 20% through strategic process improvements and cross-departmental coordination

- Spearheaded the creation of a material requirement planning system, aligning supply chain operations with strategic business goals and enhancing inventory management efficiency- Managed global supplier relationships, achieving a 100% on-time delivery rate through effective collaboration and strategic negotiations- Led a team to overhaul quality and assembly processes, achieving a 95% first pass yield and enhancing product reliability

- Drove strategic sourcing initiatives, achieving a $1.2M cost reduction by optimizing procurement strategies and enhancing supply chain efficienc- Managed cross functional team to improve critical vendor’s past due deliveries - Developed should costs for high runner parts to optimize sales pricing; $20M in annual spend- Led crisis management efforts to reschedule $24M in open purchase orders, minimizing financial impacts from canceled sales- Strategically sourced alternate vendor to reduce burden on primary overcapacity vendor leading to 10% cost savings

- Provided remote engineering support for 6 aftermarket facilities located in Louisiana, Oklahoma, and Texas- Managed technical aspect of remanufacture and recertification of aftermarket pressure control equipment- Accelerated product disposition lead time by 75% through standardization of processes- Reduced margin erosion by 5% through cost analysis of non-conforming products - Led evaluation to increase margin by 15% by replacing components instead of repairing them

- Management of product and process development of prototype seals for Oil and Gas Equipment- Coordination of all activities related to New Product Development (NPD) of Elastomers at plant level- Daily responsibilities include : production planning and scheduling, procurement of materials, creation of routers, processes, BOMs, new materials and tooling designs, and the validation/verification of manufacturing processes for prototype seals - Decreased prototype lead time from 27 weeks to 9 weeks- Improved on time delivery from 43% to 90% over 12-month period resulting in elimination of past due backlog- Constructed tool design standards and processes resulting in 60% cycle time reduction- Developed and implemented business management system tracking project milestones and key performance indicators (KPIs)- Created and lead qualification plan for outsourcing existing materials from new supplier- Investigation and proposals of new technologies for production improvements

OneSubsea and Drilling Systems (Rotations 3 & 4 of 4)- Management of $500K of CapEx and creation of new AFEs for improvement of facility capacity, safety, and operation costs- Router creation of engineer to order parts- Creation of automated reporting for monitoring labor absorption, utilization, efficiency and productivity in machining/fabrication, assembly, paint, and testing departments- Developed detailed timeline for facility 5S implementation aligned with corporate initiatives- Developed and implemented standardized tracking and reporting of Manufacturing Record Books (MRB) yielding 80 day improvement. Direct benefit to cash realization.

Surface Systems (Rotation 2 of 4)- Led daily team meeting; assigned tasks and priorities for outgoing and incoming orders- Managed and implemented unique instructions for outgoing shipments- Via Cross-team collaboration improved OTD from 86.5% to 96.6%; maintained for 6 month period- Optimized point of use order fulfillment process, Anticipated cycle time improvement of 25%- 3 direct reports and collaboration with production, quality, and materials departments

Surface Systems (Rotation 1 of 4)- Daily monitoring and reporting of plant level key performance indicators (KPI) such as revenue, backlog, and on time delivery (OTD)- Developed cycle time improvements for data reporting and action item identification - Documented and labeled facility pressure testing equipment to align with corporate testing initiative- Collaboration with international plants for order fulfillment and implementation of best practices- Conversion of slow moving inventory (SMI) into useable products- Green Belt/ Lean Six Sigma training

-Worked with manufacturing team to improve the reliability, stability, and process capability of manufacturing process on high volume manufacturing lines.

Completed 2 rotations -Worked within engineering team on product improvement of existing surgical devices by conducting field failure analysis and implementing corrective action.-Worked on Front End team to develop and prove feasibility of future device conceptsto optimize vessel sealing technology.