• Chartered 15-member team to establish supplier quality representation during new programs with mandate to end turnbacks in newly released designs, improve on-time delivery, and ensure alignment with customer requirements• Directed the Supplier Response Center by maintaining team performance at less than 1 hour total touch-time on new requests• As VP-appointed chair of United Technologies Process Control Council, maintain UTC-level specifications for global quality requirements, process control and certification, sampling, software, and aftermarket quality• Act as division representative on the nine-member corporate UTC Production Part Approval Process (UPPAP) revision committee and coauthor significant revisions to this industry-leading initiative• Recruited, coached, and developed engineers to expand existing team and accommodate scope of program support • Reduced quality turnbacks for new part drawings by 78% in six months by conceptualizing, documenting, and releasing standard work for supplier quality support of New Product Introduction and UPPAP deployment

• Directed, coached, and developed all-new team of 14 engineers • Managed complete product life cycle for suite of 44 electrical and mechanical controls• Recruited by executive management to be part of program proposal team and collaborated to define task scope, cost and schedule commitments, and staffing requirements • Constructed quote packages for key domestic and international industry partners by authoring component-level design specifications and statements of work• Represented program management in negotiations of major contracts, awards, and long-term purchasing agreements• Developed and maintained critical supplier partnerships to ensure key milestones were met and costs were minimized• Led passport-based product introduction strategy from concept through detailed design and FAA/Transport Canada certification

• Supervised daily schedules and priorities of 16 architects, designers, and project engineers, including progress tracking and reporting of all group activity, task and resource planning, roadblock mitigation, and standard work adherence• Managed costs and reported Earned Value status on ~$6.5 million account• Coordinated development and design of several thousand parts and managed the unique configuration and intended production configuration for each block of 12 test engines• Mentored junior project engineers in task execution strategies, planning, and roadblock mitigation

• Managed entry into production for suite of 13 electrical controls including optical light-off, speed, pressure, flow, vibration, level, debris, and temperature sensors, plus the permanent magnet generator, ignition system, and electrical harnessing • Proposed component improvement projects to correct and manage identified problems• Completed forensic failure investigations on product and system issues to diagnose performance, durability, and reliability issues• Acted as deputy Cost Account Manager by controlling and reporting Earned Value status to program leadership• Coordinated F119, F100, and F117 engine programs build support as industrial manager