I provided Operations and Maintenance Consulting to Waiakea, a premium water bottling company located in Hilo, HI. I was responsible for improving operational efficiencies and managing the maintenance system for Waiakea's production facility. I oversaw the implementation of Fiix CMMS, including the development of preventative maintenance tasks and schedules, development and organization of spare parts, integrating spare part inventory management and consumption to Netsuite ERP solution and advising maintenance team on a daily basis. From an operational standpoint, I lead the initiative to collect equipment downtime events into a digital collection system and then organize/analyze the downtime data to create action plans to increase equipment productivity. Overall the bottling line efficiencies increased by ~30% in less than a year.

After starting up all of the Packaging Equipment for the new brewery in Richmond, VA, I was promoted into the Maintenance Manager position for the brewery. I directly managed 6 maintenance technicians and reported to the Sr. Maintenance Manager who was located in Escondido, CA. I was responsible for the Maintenance of the Brewery, including Malt Transfer Systems, Brewing, Fermentation, Filtering, Packaging and Utility Equipment. My team was responsible for the development and implementation of Maintenance tasks using ServiceNow (our MMS). I was also responsible for developing spare parts lists and the procurement of critical spare parts for the entire brewery.

I was the Project Engineer for the Packaging Equipment for a new $80 Million Brewery in Richmond, VA for Stone Brewing. I was responsible for the technical aspects of purchasing, installing and starting up all of the packaging equipment in the brewery. The packaging equipment consisted of a high-speed bottling line, a keg line, and a high-speed can line. Total Capital investment for all equipment was ~$15 million. I attended multiple Vendor Acceptance Tests, including an international VAT, for all of our packaging equipment. I helped oversee multiple installation crews that placed all equipment in the facility and worked with multiple different vendor's start-up technicians to ensure equipment operated properly. I authored and executed our start-up qualification protocols that ensured we met all Quality and Operational specifications from the equipment vendors. After start-up I took on the responsibility of Controls Engineering for the Packaging Equipment. This included Allen-Bradly PLCs, Siemens PLCs and also developed our SCADA system for packaging using Ignition.

In November of 2011, Procter and Gamble created a joint venture (JV) with Teva Pharmaceuticals. As part of the JV, the Swing Road Manufacturing Plant and the people were transferred ownership to Teva Pharmaceuticals. Since the aquisition I held multiple Project Management roles including Tank Restoration Project Manager and Glorya Document Control Project Manager. Under the Tank Restoration Manager I was responsible for restoring our Vicks' Respiratory Manufacturing Making Tanks and Storage Tanks to base condition. It was a multi-million dollar investment and required me to manage two competing companies to complete the work. The Glorya Document Control Project Manager required me to convert all manufacturing documentation into Standard Operating Procedures (SOP's).After completion of my Project Manager roles, I was promoted to Senior Packaging Engineer where I currently manage the Technical Packaging Department. We are responsible for the administrative and execution level scope related to Packaging materials/vendor Qualifications, packing equipment PQs, and In-Spec material quality investigations.

I was hired out of NC State University with a B.S. in Chemical Engineering. While under Procter and Gamble I had two main Process Engineering Roles. My first role was being the Process Engineer for the Prilosec OTC Packaging Line. I increased OEE approximately 13% from 72% to 85% in one year through the use of the UPS tool, AM, PM, and various other IWS systems (P&G Systems equivalent to Six Sigma, Continuous Improvement and Lean Manufacturing). After the improvements were made on the Prilosec OTC Packaging Line, I was moved into the Process Engineering role for Vick's DayQuil/NyQuil Solid Dose Packinging Line where I increased OEE from approximately 15% from 70% to 85%.