· Managed portfolio of over 280 improvement projects annually for Space and Airborne Systems to generate $31.0M operating income and over $130M value savings for the organization in operational efficiencies.· Managed and led multi-site and cross-functional organizational Operations Excellence projects including Digital Thread conversion, MCAD/ECAD Libraries, MicroElectronics and Photonics Lab efficiency improvements, Digital Science Architecture and Software DevSecOps integration· Led company-wide Value Engineering improvement program to implement DFx, supply chain and design improvements to drive cost reductions and schedule reductions· Managed segment-wide engineering R&D and improvement initiatives with over $17M in projects annually and many other enterprise-level engineering operations projects

• Managed the quality assurance team for the entire CCAFS site, including LC-40, LC-39A and 4 other sites for processing and AS9100 compliance with a team of quality engineers, inspectors and metrology technicians.• Created a calibration lab from scratch that meets and/or exceeds ISO 17025 requirements to support CCAFS requirements/needs with a YOY improvement in OTP from 32% to over 85%• Decrease in nonconformities from manufacturing facility defects through the use of newly developed FIX program at an average of 22.1% from vehicle-to-vehicle• Implemented several process efficiency improvements in conjunction with integration team to reduce on site processing time from receipt to launch by 56.7%• Defined quality management system program for refurbishment program on recovered rockets, as well as newly integrated including build reliability process controls and BOD improvements to ensure a consistent reliable launch program

• Managed the materials planning functions including scheduling, purchasing and inventory control as well as all production departments including material handling and shipping/receiving• Implemented the use of a 5S program to drive to visual and daily management programs with SQDIP accountability, as well as standardization of production cells• Obtained YOY improvement to performance that is unprecedented by improving OTD performance from 72.0% to 98.6%, OP from 14.5% to 24.3%, Inventory weeks from 11.67 to 7.32, LTIR from 6.78 to 3.45, TRR from 16.56 to 9.50 and productivity from 88.9% to 102.3% cycle• Developed team-based incentive and performance-based programs to drive cooperative and industrial engineering-based culture with improved safety awareness• Managed over 120 direct and indirect labor reports in an injection molding rubber manufacturing facility with over $23 MM in annual sales. Products include rubber tires, urethane timing belts, urethane rollers, and frictionless liners.• Travelled abroad to Asia, Europe and Middle East as necessary to address quality issues and establish relationships to drive long-term product solutions• Implemented use of multiple six-sigma projects to drive reduction variation in a high volume production environment with products such as fiberglass reinforcements, urethane injection moldings, and textiles for use in linear friction applications• Key strategic leadership team member in market growth strategies for Friction and Belting product lines, as well as Continuous Improvement Project and Machine Qualification Team• Implemented supply-chain quality management program and improved supplier quality performance from 6000 PPMs average to less than 300 PPMs.• Executed internal quality initiatives to improve production yield to over 96%, reduction in customer credits from 5% of sales to less than 0.2%, and scrap cost reduction of over 50% - thresholds never before achieved.

• Created and implemented multiple supply-chain quality programs including supplier scorecards, performance improvement programs, assessments, qualifications, corrective action process, and new inspection feedback process for samples• Managed quality program for sand, investment, lost-foam, and die casting foundries, machining, plastic-injection molding, powder pressing, and polishing suppliers • Initiated internal quality scrap reduction program through identification of root cause and implemented pokeyokes, process improvements and multi-departmental material reviews for gemba process improvements to reduce internal scrap by 50% YOY• Led and executed multiple lean kaizens and practical problem solving processes to drive process improvements through root cause identification and corrective action

• Managed ISO 9001:2000 Quality Management System through internal audits, corrective action systems, document control and supply chain management of over $20 million in inventory and $135 million in total product revenue.• Implemented use of electronic receipt inspection process, calibration control, document control systems and electronic distribution of quality management system through the use of various tools (Gagetrak, MRP, A3s, PPS, MS Sharepoint, etc.).• Managed and supervised UL/FM certified test lab and decreased existing product backlog from $1.5 million dollars to less than $20k through process improvement efforts and leadership skills – attained a 30% improvement in productivity and a 20% reduction in failure rate.• Managed lean and quality driven improvements in facility to gain a 10% improvement in machining capacity, and an increase in productivity of over 30%, and a drop in internal WIP of $1.5MM - this was all completed during a period of greater than 10% year over year growth.

• Managed ISO 9001:2000 Quality Management System through internal audits, corrective action systems, document control and supply chain management of over $5 million in inventory and $65 million in total product revenue.• Implemented supply chain management initiatives to decrease annual supplier quality rejected PPMs by over 40% and external quality PPMs by over 70%.• Utilized standard work improvements through lean kaizens and six sigma projects to decrease backlog from over $300k monthly to below $20k and increasing OTD by over 10%. • Managed team of manufacturing, process engineers, design engineers and quality engineers, along with receipt inspection, calibration and returns departments – team of approximately 20 associates.• Managed lean and quality driven improvements in facility with over $60 million in annual sales to gain a 15% reduction in floor space used, a 60% decrease in customer complaints, and an increase in productivity of over 8%.

• Led and managed development teams of up to 30 members for LEAN implementation in numerous areas of shipyard operations such as material flow, construction, manufacturing, testing, engineering, and sourcing. • Effectively managed LEAN projects for sector programs of over $400 million in annual revenue and identified improvement plans on a continual basis. • Developed value stream maps of production processes with project teams for value-added determination and application of LEAN principles leading to over $10 million in projected savings in over 25 projects • Identified manufacturing waste and developed new manufacturing processes utilizing LEAN, 5S+, SPC, DMAIC and six sigma tools (DOE, FMEA, NEM, RCA) • Designed and developed new “super carrier” as a project leader over a group of 20 project team members for testing of steam drains, desalination, lube oil, potable water, condensate and feed systems • Managed test groups of varying team sizes with as many as 20 members of all sourced equipment for both new and overhauled carriers • Tested and diagnosed various nuclear propulsion equipment including high-speed turbines, centrifugal and positive displacement pumps, generators, cyclone separators, and heat exchangers • Group leader for full systems integration of over 300 PLC network-based control systems over all phases of construction and eliminated 10% overrun in previous contract cost