• Directed operations across multiple sites several hundred employees, facilitating processes concerning electric arc and electro-slag remelt furnaces, open die forging, heat treating, and machining.• Developed and implemented standardized productivity and cost metrics to track team member performance and identify areas of needed improvement. • Improved year-over-year (YOY) quality costs through the implementation of several problem-solving techniques, leveraging 8D problem solving worksheets and teams to resolve systemic issues.• Drove improvements in safety performance and culture, realizing a recordable rate reduction through a safety audit process with managers that focused on worker behaviors.• Conducted root cause failure analysis across multiple processes and created a near-miss reporting procedure that increased near-miss safety reporting across the facilities.

• Managed facility operations, coordinating USW employees for the plant consisting of an electric arc furnace, AOD, re-melting furnaces, hot rolling mill, and multiple machining centers.• Created productivity metrics and communication boards that drove production schedule adherence on the shop floor, resulting in improved on-time delivery.• Streamlined and optimized internal maintenance resources, properly allocating resources resulting in a reduction in external repair costs.

• Led activities for multiple facilities, managing salary and USW hourly employees; facilitated culture changes including personnel consolidations, alignment of corporate processes, and establishing strategic objectives during corporate business restructuring.• Developed and implemented a computerized maintenance management system that reduced both mean time between failures and mean time to repair.• Implemented a supply chain modeling process that consolidated the value stream and reduced machine cost rates.• Spearheaded the procurement of new equipment to compensate for increases in new business, commissioning multiple pieces of equipment to drive a higher volume of production.

• Collaborated with management teams from primary operations in Brackenridge to create a value stream map for the electrical steel product, developing a pull system of inventory.• Created and integrated a streamlined reporting system concerning each improvement project, allowing for complete data visibility within one comprehensive document.• Developed internal customer and supplier contracts leading to the upgrading of the Lean Daily Management Boards, fostering internal collaboration.

• Oversaw all annealing, cold rolling, slitting, and shipping operations for the facility, managing more than 100 hourly employees in addition to five supervisors.• Led four cross-functional quality assurance teams in identifying quality costs for specific defect categories and developing initiatives to reduce excess costs.• Developed key performance indicators (KPIs) and created a weekly reporting cadence for operating and maintenance foremen, fostering strategic alignment between personal goals and plant objectives.• Managed major maintenance projects, including planning and minimizing work outages as needed.

• Assumed responsibility as the team lead for the production aspects of an electronic drives project upgrade at the tandem cold rolling mill.• Drove the implementation of various process improvements, leading to a reduction in annealing furnace stop quality costs and increased line speed efficiency.• Developed a standardized supervisor checklist and daily instruction format that was implemented throughout the plant in addition to several other standardized work instructions.• Supported the training of employees plant wide in preparation for ISO certification audits, effectively communicating best practices regarding data reporting and documentation.

Recipient of Navy and Marine Corps Commendation Medal, Combat Action Ribbon, and Iraqi Campaign Medal for achievements during combat operations in Al Anbar Province in 2007