Manage P&L and lead new $200M Customer Segment encompassing all fuel system products for key customer, Cummins. Lead 6 direct reports. Oversee product development, sourcing, and quality control pertaining to diesel fuel system and components for new light duty engine slated for the 2010 Dodge Ram pick-up truck. Manage project teams in North America and Europe on multiple concurrent projects with current R&D spend of $30M. Conduct industrialization reviews with local manufacturing site for status on CapEx spending, internal timeline, and customer milestones. Conduct financial reviews, manage budget, P&L, and project EBIT status calculations. Handle commercial reviews of current and potential business with business development team. Chair monthly core and steering team meetings in Europe and N.A. including executive management from both companies.• Built cohesive project teams in both Europe and North America.• Secured additional business in new commercial market projected to increase sales by $100M annually.• Led implementation of Design for Six Sigma (DFSS) projects slated to reduce costs by $10M over program lifetime.• Eliminated trial/error methods, reduced time needed for root cause analysis by ~50% and improved customer satisfaction by implementing Six Sigma methodologies within project teams.• Improved program EBIT 5% via design-to-cost measures, supplier changes, and customer negotiation.• Maintained capital expenditures within $115M budget despite unfavorable exchange rate impact of 30%.

Managed product development, pricing, production, performance, quality control, logistics, and purchasing functions related to $40M Inline Injector Products Division for International Truck and Engine and its subsidiaries. Supervised 4 direct reports; oversaw 70 total associates. Oversaw component manufacturing, assembly, and testing on 5-day, three shift operation.• Harvested $1.2M in cost savings annually through improved match hone capability, and a 15% improvement in pre-assembly process first pass yield by leading Six Sigma Black Belt project team.• Led special project team outside of business unit that reduced impact of V8 low volume purchased part increase by 70% via strategic supplier negotiations and replacement.• Facilitated $200M award in next generation business by directing quote development, drafting product development agreement, and negotiating MY2010 product.• Attained successful PPAP including product validation on MY2007 product while implementing customer required change 3 months prior to launch.• Led successful build out of current high volume inline product and ramp up of MY2007 product with no interruption to customer and factory PPM of 0 during first 6 months of launch.

Managed industrialization of new common rail injector from Europe to N.A. for Ford Power Stroke Engine. Led 4 direct reports. Facilitated monthly executive steering team meetings on current status of fuel system with customers ITEC and Ford.• Led 26-member project team in N.A. and Europe to flawless launch of MY2007 Piezo common rail injector on time and within $85M budget (included $70M in capital expenditures); also transitioned Piezo injection technology from Europe to N.A. engine application and achieved successful PPAP in 16 months.• Directed 5-member capital procurement team on-site in Europe for 6 months; expedited machine build, acceptance, and shipment process in alignment with customer timing for PPAP.

Led all facets of operations (production and engineering) in support of Greenfield startup joint venture between Siemens and International Truck & Engine Corporation. Led 15 direct reports and oversaw 160 associates and technicians. Prioritized key issues and determined necessary corrective actions and implementation plans. Interfaced with engineering and production personnel to review current status on process improvement and cost-reduction projects. Met with team leaders, production supervisors, and HR to discuss and resolve various personnel issues. Recruited new team members. Conducted machine supplier reviews and visits. Managed budget.• Built high-performing production/engineering team; grew from 0 to 15 professional staff members and from 0 to 160 manufacturing associates and technicians.• Achieved $12.5M in total cost savings from 2003-2005 through continuous improvement activities.• Executed product launch and ramp up from 100 to 12K diesel fuel injectors per day within 8 months.• Reduced ppm at customer and end of line by 70% on V8 and 80% on I6 products via meticulous error-proofing and increased team member accountability.• Doubled productivity on V8 product line while increasing I6 productivity by 35% utilizing kaizen workshops.• Launched I6 products with no additions to headcount via increased V8 productivity; also decreased total scrap by 50%. • Successfully managed within $6M budget base costs per year and $40M in capital investments.