o Safety record for my team was recognized for zero recordable injuries. This was accomplished through aggressive focus and training on proper safety procedures.o 98.4% Order Fill Rate (schedule adherence) was the highest in in 15 yearso Material scrap rate of 3.8% against an already aggressive goal of 4.5%. Again, this was the lowest material scrap in 15 years.o Mill uptime exceeded 80% compared to a goal of 77.5% and a 15 year historical rate of 71.6%.o Achieved a (DPPM) Defect Parts Per Million of 204 with a goal of 1000.

*Winston Water Cooler is a commercial wholesale plumbing and industrial supply company. o Selected to be the Operations Manager for our Phoenix branch which desperately needed operational support to focus on business growth, increased profits, reduce costs and to get it to where it ran smoothly and efficiently.o Strategically planned and executed the Phoenix branch’s first physical inventory with the final reconciliation being a benchmark for the company and all other branches as a direct result of my efforts our count was accurate to 99.9% with 7,000 items and over $1.2 million in inventory.o Key player in the company’s meteoric sales growth which went from $700,000 in 2012 to over $3.2 million within 12 months which I attribute to providing world class customer support as well as maintaining a dynamic and adaptive warehouse environment to not only meet the customer’s needs, but to exceed them.

*Chromalloy is a certified FAA Repair Station which repairs along with refurbishes APU (Auxiliary Power Unit) aircraft components and non FAA turbine engine components used in the land-based power generation market. o My initial role as a Project Manager involved me overseeing the engineering, development and product introduction to manufacturing of new PMA (Parts Manufacturing Authority) components for aircraft APUs. o Through my success in new product development I was promoted to Value Stream Manager for the Rotating Department; this area covered all turbine engine parts which move “rotate” within the engine this process entailed me supervising the machining, plating, thermal spray and plating to restore the parts to original specifications.o Responsible for the achievement of record sales for the Rotating department; equaling $7.4 million in sales against the forecasted $5.2 million while being recognized for outstanding mentorship and the development of direct reports for leadership roles. o Selected as a key member of the team in the development and implementation of SQDEP (Safety, Quality, Delivery, Equipment & Productivity) Management Operating System; this process was instrumental in communicating KPIs on a daily basis to our teams to reach and maintain high quality throughput.o As a project manager for new products my highly-skilled, cross-functional team of engineers, manufacturing personnel along with sales leaders accomplished the creation of fourteen new products ensuring they were fully developed and released for production; included was standardized work as well as production tooling for all new product releases.

*Mandall BarrierWorks serves the defense industry providing custom designs for protecting and securing various assets from attack or intrusion. o In charge of the management of a $17M project which included the design, manufacturing along with the installation of four massive armored doors, supporting structure elements (sally port) which was utilized as the ingress and egress to the facility where the United States Navy was to store as well as assemble its inventory of Trident Class 2 nuclear warheads. o Through extensive research, networking and negotiation I was able to overcome a significant logistic challenge with transporting the components of the (sally port) to the jobsite as a direct result we reached a 1 month reduction in transport time while reducing costs by $140,000.o Due to my unwavering work ethic I accomplished the completion of the project before the deadline. The US Navy project team out of Naval Base Kitsap in Bangor, Washington recognized this achievement during conference when it was stated “of the twelve key suppliers of the contract, Mandall was the only one on schedule.”

*AIT develops, manufactures, as well as supplies critical modules along with subsystems to semiconductor, solar and flat-panel display industries. o My initial role for AIT had me responsible to transform the existing machine shop to enable it to support the rapidly growing needs for fabricated components, transformation required the acquisition of several new pieces of equipment such as CNC machining centers, hiring staff members, the development of procedures to maintain operational control and the quality of the department’s output.o Selected to supervise the Materials organization (Production Planning and Control, Inventory and Purchasing) to integrate and develop the team to effectively support AIT’s manufacturing operation.o Through my proven efforts I was promoted to the Director of Operations for the entire division; successfully completing the integration of all the functions (Materials, Fabrication & Assembly) into a highly effective business unit.

*Landiscor Aerial Information is the leading provider of aerial digital imagery to the real estate industry. Current aerial and satellite imagery are integrated with real estate information along with other GIS (Geographic Information Systems) data to create a variety of aerial mapping products. o As the Operations Manager of the Dallas sales and production office I took on a big challenge due to the fact that the supplier providing 70% of our imagery production was going to cease operation within 12 months to combat that I performed duties which included; promptly re-organizing while staffing the production operation to increase throughput in doing so we doubled the capacity, quadrupled the anticipated throughput and completed the transition 6 months ahead of schedule.o Conceived, presented and orchestrated the conversion from analog to digital image capture as well as manipulation; to carry this out included working with suppliers on equipment, laying out the new floor space, the development of procedures along with documentation which resulted in a 75% reduction in time-to-market and broadening our market offerings to include numerous digital products.