Acting as #2 executive in ~$100M manufacturing business which spans industries such as Aviation, Commercial Space, Industrial Scientific and Nuclear Power Generation. Responsible for day to day execution, strategic policy deployment as well as organizational assessment and team development. • Revamped manufacturing process flow, resulting in 25% YoY revenue growth to include "best ever" revenue 9 out of the first 10 months in the role. • Transformed purchasing and planning departments facilitating the first YoY inventory reduction in last 10 years. • Overhauled the Operations Organization to bring modern management techniques to the company. This included changing out all of the management positions in the company and revamping the organization structure for half of the company employees, resulting in 60% reduction of late backlog in 12 months while achieving record revenue. • Instrumental in the analysis, selection and implementation of digital transformation programs to include replacement of ERP program, digital inspection data capture and video based work instructions. • Developed the company's first team of Operational Excellence leaders to drive business process improvements such as implementing a 6S program, reducing cost of inspection and improving overall lead time by enhancing skip lot inspection process, implementation of PFMEA and RRCA processes to improve quality and delivery of key growth product line. • Merged two business locations into one effectively generating 10% additional EBIT for the combined business through synergy savings.

Focusing on Lean Manufacturing, Continuous Improvement and Policy Deployment •Trained Sr. Executives while developing an analysis of business strengths and opportunities • Rolled out 5 year plan for cultural transformation to adopt Lean Methodologies

Full Operations oversight for multiple locations totaling $100M in revenue and 300 employees. • Transformed operations team ultimately leading the business to 67% YoY sales growth • Transformed customer satisfaction by reducing lead time via overhauling incoming inspection from 2 weeks to 2 days by establishing FIFO system and visual control for prioritization • Implemented inventory obsolescence program resulting in 15% reduction in overall inventory • Overhauled physical inventory process to address year-end variances by implementing monthly cycle counts, controlling access to inventory transactions and launching improved SI&OP process; which transformed the business's ability to accurately forecast EBIT. • Lead Operations due diligence for business unit mergers and acquisitions, as well as product line IP purchases.

Responsible for the oversight and execution of $25 million in customer, company and government programs • Built the program office from concept to fully staffed and aligned functional team. • Rolled out standard work breakdown structure in order to improve upon future basis of estimate data gathering • Implemented SPI and CPI tracking metrics for executive leadership reporting

Independently ran all ISR Programs to include full P&L, personnel and technology development, government proposal preparation and new business capture.