Engaged in customer-facing engagements, consultation, and implementation with multiple OEM design, manufacturing, finance, and operation's teams, with improved new product introduction and process improvement strategies. Leading marketing and publishing efforts for innovation management consulting team, working with clients globally.

Instructor of Systematic Innovation methods applied in engineering, manufacturing, and design.

• Aviation - Aerospace and Defense Industry firm• Responsible for all technical WIP Quality and Quantity coming through the MRO (Maintenance, Repair, and Overhaul) shop, 6 product lines, more than 400 different products, implementing a QMS reporting platform.• Analyzed overall shop performance and implemented a new Manufacturing Execution System, (a Digital Twin - a visual WIP management system), creating an additional $8.16M NPV in additional capacity along with a headcount reduction. Considered a best practice by Meggitt Corporate Continuous Improvement folks. • Provided technical strategic and tactical problem solving for MRO and process expertise across the shop coordinating with mfg. operations and design engineering.• Working from FAA blueprints and work order instructions, conducting GD&T analysis to root cause and develop solutions for Aviation, Aerospace and Defense products from AC Generators to electrical dimmers.• Responsible for gap closure for AS9100 audit findings to meet FAA certification approval of shop operations ensuring compliance with established standards, resulting in a clean bill of health for cert.• Led multiple Continuous Improvement (Kaizen) events, cause and effect analysis, corrective action activities, and follow-through on solutions and documentation of results, resolving all customer issues.

GUEST LECTURER: • Portland State University (Tech. & Eng. Mgmt) • University of Portland (Leadership Skills for Entrepreneurs with MBA's) • SMTA • iQPC • PDMA • SME • Project Management Institute • ASMEQuality Strategies:• Identified root cause of client's unresolved +3 year issue of Known Good Device providing a corrective action, resulting in zero excursions to date (Root Cause/Corrective Action for) • Co-defined / categorized client's > > 200 products into 8 different Technology Lanes to better manage the challenge of high complexity, 1st pass tech from customers and to stabilize current mfg processes and practices, combining Business Model, Technology and Quality• Identified client's misuse of 1st pass yields as a metric for on time performance (it abuses CpK - a truer measure of process stability) - understanding the difference between homogeneous vs heterogeneous populationsDefensive Strategies:• Resolved client’s (+2 years) problem using innovation methods; a lower total cost solution, eliminating risk of contamination to customer products that threatened a $1M / day loss in potential litigation costs• Implemented Systematic tools for client in problem solving and RC identification for technical and business challenges, resulting in 2 previously problematic product lines becoming cash cowsCompetitive Intelligence & “Blue Ocean” Strategy Analysis :e.g. Blunted client's potential litigation attack by developing new technology and alternative markets

• Drove the adoption/implementation of Systematic Innovation Methods (Theory of Inventive Problem Solving, a.k.a. TRIZ) Program across the corporate enterprise. Eventually received (with the team) an Intel Manufacturing Excellence Award - the 2nd highest award, one can receive at Intel.• Appointed de facto by CEO, reporting to CIO, and dotted line to Senior Executive VPs for TMG (Technology & Manufacturing Group) for accountability and responsibility for results which were: $212.5M (est.) produced in benefits, savings and cost avoidance, improving product performance, reducing throughput time, preventing yield excursions and saving engineering time, with >70% of the innovation method driven projects in implementation or some level of validation.• Serving as the senior instructor and program manager and the last Innovation Master of Intel - piloting training and tools across the manufacturing, R&D, and engineering domains of the enterprise. • Hired and "relieved" consultants who were experts in the field of TRIZ and/or Systematic Innovation methods. • Supported 9 globally dispersed factories within budget, exceeding customers’ expectations by training over 850 engineers. Contributions made by students were:>> 200 innovative solutions and >75 invention disclosure forms, for patent submission, slashing “time to solution” for over 50 long-standing factory problems, ranging in age from 2 -10 years.> 600 Manufacturing Technician hours reduced and increased factory productivity and equipment availability.• The 1st President of the Intel Theory of Inventive Problem Solving (TRIZ) Chapter• Recruited an all-volunteer "core cadre" of 13 instructors that had grown to +45 innovation instructors across the enterprise at its peak. • Refined cost analysis methods used by engineers for evaluating projects involving finance, orchestrating a more effective Innovation ROI analysis achieving corporate finance certification of the program.

Brought into Embedded IA design team and specifically asked to "turn over rocks", to drive the BU to be DFM compliant & help manage the risk of poor product release to market for a telco product line requiring 99.999 (a.k.a. five nines of reliability), virtually 100% reliable.• Reduced risks by implementing effective risk management techniques for and assisting in the analysis of business and technical risk when deploying system-level products to the market. • Change Board member• Drove continuous improvement of the design team’s problem-solving capability and demonstrated the value of following automated DFM tools, resulting in a lower risk of product defects released to factories and to customers.

Technology Development Program Manager for the Server Architecture Lab, (SAL), Components Research, (Intel Crown Jewel of Silicon R&D) and the Assembly Test Technology Development Division (ATTD). • Contributing member of the International Electronics Manufacturing Initiative (iNEMI) is a not-for-profit, R&D consortium of leading electronics manufacturers, suppliers, associations, government agencies and universities). Representing Intel for Advanced PCB technology, driving the development and standards of PCBA technology • As iNEMI representative helped define and coordinate the adoption of the ODB++ EDA software library as the standard for all electronic db packages.• Identified and developed board technologies working with product architects and content experts to identify trends, technology requirements, and gaps for future product needs, driving to the result of a board technology readiness document - an Intel 1st for the Enterprise Server Group• Co-developed and deployed manufacturing envelope test vehicles to develop new technologies, minimizing risk to product launches using new technologies. Delivered test vehicles for Chip Scale Packaging, (1.00mm – 0.5mm pitches), Via-In-Pad, Immersion Silver surface finish, and 0402 caps placement capability.

Served as a Board ME for the Entry & Mid-range Server Division for ESG (Enterprise Server Group).• Delivered >12 complex server system boards to HVM sites from the NPI factory resulting in zero customer excursions for factories.• Automated the DFM process for all Intel Business Units by co-piloting & implementing the use of the Valor(tm) DFM tool. • Streamlined ESG product transfer and the Pilot Authorization / Ship Release Approval process by driving the use of the NPI scorecard in the Server group, helping establish the handshake between BU Mfg. and the HVM production sites enhancing the visibility of product health.• Repeatedly "broke" the DFM Rule sets and rewrote those same DFM rules, as well writing DFQ&R Rules for ESG. Resulting in a wider understanding of the real manufacturing envelope and what technologies could be accepted and used.• At the request of the CFO of ESG analyzed Buried Capacitance and Buried Resistance for application in server systems - the qualitative theory was promising but the quantitative results - the cost/benefit is extremely design dependent.

777 Boeing Commercial Airplane Group (Boeing) - Continuous / Process Improvement Engineer. Continuous improvement on the 777 was far less exciting and made less so because of the excessive bureaucracy in decision-making. However, with the assistance of Alan Mulally, the 777 Program Manager (and later CEO for Ford Motor), who enabled me to learn the "Fly Through" tool (the electronic design bureau) that checks the "form, fit and function" within the design of the 777 itself. I later took the learnings from this training and applied it when I became a fully-fledged manufacturing engineer.

Served as a Customer Program Manager (CPM) for Desktop Operations (OPSD - OEM Products and Services Division). CPMs at Intel are New Product Introduction (NPI) managers who are responsible for the management of their Operations team delivering products from new product development (NPD) into high volume manufacturing (HVM), and then maintaining the build plan to support customer delivery (other OEMs).• Saved +$82M in an excess inventory of "Zappa" motherboards, worked on a recovery strategy with finance and lowered the scheduled product build-plan from 750K units down to 325K units for the next quarter (not building excess inventory). (Of note: I was told at the end of my internship by my Intel managers that I was not expected to be as successful as I was - they had never had an intern be a CPM before, let alone one that successfully ran their highest volume running product at the time.)

Portland's Oldest Bar & Restaurant and I got to be "The Host of the Bar" who arguably made one of the best, and most balanced Spanish Coffees that you can get on the planet, or you could simply say this is how I paid my way through college and not starve. Oversaw the evening shift of bartenders on prime work days, (Wed-Sat), covered day-to-day operations, and managed quality control and crowd management, in a challenging environment when we had 3 patrons deep in some areas of the bar on certain evenings.

Ran 2 of the 5 Small Arms Repair (at both Brigade or Divisional level support) shops I was in, supervising lower rank soldiers, and providing technical guidance to soldiers in the accomplishment of their duties as "fighting mechanics". Diagnosing and troubleshooting malfunctions of small arms and other infantry fighting weapons. Major Duties: Performed direct and general support maintenance and repairs on small arms and other infantry fighting weapons. • Drill Instructor (candidate for 6 months) - 104th Division, USAR, Fort Vancouver, WA• Honor Graduate - top 5% - of PLDC (Primary Leadership Development Course) - This was the 1st time that my particular version of strategy and leadership at a small unit tactical level and it's execution came to the attention of others, assuming that means something to someone• Jungle Warfare Expert Certification 1985 (Fort Sherman - Panama)• 1 Army Commendation Medal (merit)• 2 Army Achievement Medals (merit)