New Project Engineering Instrumentation and Controls (7 simultaneous roles): - Technical Project Engineer(TPE) - Plant Design Lead - PRISM - TPE - Human Machine Interface (HMI) Lead - TPE - Simulation Assisted Engineering (SAE) Lead - Senior Engineer - Digital Systems & Software Project Engineering - Technical Lead – Controls Software Tools - Technical Supervisor – Controls Technical Writers - Technical Consultant – Plant Cyber Security and Plant Asset Management & Condition MonitoringReceived Above and Beyond Award “For proactively identifying a need for more effective brainstorming, committing to resolve the problem, and then promptly taking action to lead the most effective brainstorming session I've seen in 7 years at GEH. More useful information was obtained from your 45-minute brainstorming session than we would have otherwise extracted from 3 hours of more typical brainstorming. Furthermore, you assimilated project strategy and direction directly into the objectives of your session with the utmost clarity and ownership.”Filled many simultaneous roles while lending expertise and mentoring to a plethora of differing disciplines serving in lead and advisory capabilities. Changed the technical direction on a key long term project that was foundering and directed junior engineers on the correct simulation strategy that was key in keeping GE involved in a strategically important project to convert weapons grade radioactive waste to much safer, non-weapons grade waste. Worked across multiple organizations that had a history of animosity to unify and harmonize the technical efforts and products.

Bridged competitive gap and spearheaded design of entirely new product for GE Energy, creating a formidable challenge to competition. The in-progress development program employs 30; expectations are for significant new revenue. Oversee new technologies development for power plant optimization and improved efficiency. Define system level architecture, require new standards and drive adoption within power generation industry. Collaborate with energy services departments and related centers of excellence to bridge gap between commercial needs/technical capability. As Technical Lead, oversee and meld team of world's top computer scientists and engineers with divergent opinions and from different cultures.  Developed solution for commercial managers, enabling accurate prediction of future performance of power plants. Technology is being converted to commercial product with strong financial predictions. Troubleshot solution to overlooked training simulator commitment for Integrated Gasification Combined Cycle power plant (>$1B program) - 1st time this type of power plant built on large scale. Guided in-house development of simulation executive on-time with minimal changes. Introduced Department to Requirements Management and Configuration Management and enforced use of proper Configuration Management techniques. Led to a 20% productivity gain. Developed and internally marketed new control system supervisory platform and built development team. Pioneered use of Agile technique (SCRUM); project is on track to deliver on time.

Developed and built company-wide lab and spearheaded successful process improvement efforts reducing annual costs $500K - creating a key differentiator in winning $100M in new business in competitively bid procurements Pivotal in competitively positioning company alongside more agile entities. Held concurrent roles, leading >40 programs in 18 years, including 12 large-scale concurrent projects, within schedule. Led 2 process improvement initiatives across 8,000 employees.  Oversaw program management and customer liaising; technical leadership and communications; process improvements and cost curtailments. Oversight for budgeting, recruiting and mentoring (8 senior engineering staff). Company sold $33M in simulators and maintained monopoly on training after I presented business case to fund 2 virtual training devices and led design team to develop virtual trainers. Championed/spearheaded Virtual Development Lab initiative that delivered ROI in 5 months -- aimed at early integration of aircraft simulation systems costing $10M to $50M. Transformed unstructured development and integration environment into best practice lab and model of efficiency. Raised $250k of capital money; managed $1M budget. Captured $100k/year via process improvement efforts identifying, organizing, authoring and training. Averted late-delivery penalty on $20M device; maintained schedule integrity on critical path of $80M contract. Realized $1.5M profit - soaring over company's break-even goals - by reviving abandoned government bidding process to maintain monopoly for new training device. Captured $11M government contract.  Repeatedly saved millions of dollars by identifying errors of omission. Prevented loss of pilots' lives and $60M in aircraft expenditures after examining sudden failure of F-15 fighter during ground run. Secured $30M contract by authoring and delivering well-received technical paper in Asia on challenges of simulating real-time control systems.