Manager of up to 15 direct reports in charge of a cross functional team of product, electrical, mechanical, and component engineers across multiple business units and product lines. Lead new product releases into production, sustaining engineering, customer configuration management, and full ownership of product TDPs and lifecycle management. • Helped lead AeroVironment to repeated record-breaking revenue quarters from my business unit for more than two years in a row. • Drove approximately 40% reduction in open product deviations.• Drove approximately 70% reduction in product design defect change orders. • Drove significant improvement to implementation time lines and metrics of all engineering change orders through implementation of improved processes, resulting in meeting almost 100% of release date metrics for the past year. • Drove approximately 80% reduction in open component obsolescence issues with the help of creating an improved component obsolescence planner and gray market component qualification process to expedite implementation of alternate components and design changes. • Created and managed customer configuration detailed reports for multiple international customer contract requirements, resulting in large new and repeat orders. • Helped create and lead implementation of improved Product Development and New Product Integration processes including new and improved Manufacturing Readiness Review and Production Readiness Review Check lists. • Brought multiple over budget and behind schedule projects back in through creative resourcing and cross training across business units. • Developed team and self-expertise to eliminate single points of contact and create multiple back-ups for all projects and product lines. • Managed team resources and full technical data packages for all product improvements and new product releases including BOMs, design drawings, lifecycle / obsolescence reports, and export jurisdictions.

Lead product engineer on the PUMA product line, the highest selling product line in all of AeroVironment at the time. Led PUMA new product releases into production, sustaining engineering, customer configuration management, and full ownership of product TDPs and lifecycle management. • Originally selected to replace the PUMA payloads product engineer, within one year became the primary product engineer and first point of contact for the entire PUMA product line including all systems and configurations. • Achieved PUMA product line record high sales numbers, record low rates of production line failures, and record low rates of customer failures while staying within project and product line budgets. • Implemented a product improvement that reduced a failure mode for customer returns to from 20% or more failure rate to 0% failure rate. • Implemented or helped lead implementation of multiple design improvements resulting in significant reduction of supplier and internal process failures as well as field failures. • Created and managed all PUMA Change Requests, Change Orders, Deviations, and Production Stop Orders in Agile. • Created and managed all customer configurations, Field Service Bulletins, customer notifications, and responses to customer technical questions through the PM team. • Maintained and implemented changes and improvements to all PUMA manuals, spare parts lists, flight test procedures, customer configuration reports, and other contractual documents. • Led root cause analysis of test failures, production failures, and customer returns and implemented preventative actions. • Led weekly IPT status meetings driving action items and project management of all open PUMA projects.

Mechanical Engineer and Project / Program manager for the new vehicle release with responsibility for completing the vehicle on time, within budget, and within required design parameters. • Brought a project that was several months late back on schedule after only 3 months with the company.• Cost estimation of the entire project and vehicle including managing cost of more than 1,500 BOM items. • Identified and implemented cost savings opportunities such as alternate suppliers, alternate materials, and design changes. • Identified and implemented project timeline improvements via expedites, alternate sources, and alternate manufacturing methods.• Coordination of project timelines using JIRA including interfacing with internal design resources and outside suppliers and identifying and reporting roadblocks or other timeline concerns to the CEO and/or directly to customers. • Creation of project status reports for presentation to the CEO, VP of Engineering, and customers including mining board members.• New supplier development and review of purchasing contract agreements for presentation to the CEO for approval.

Primary Mechanical and Sustaining Engineer for automation products including consumer electronic controls, automated valves, and automated water sanitizing products, with strong focus on project management and product design improvements. Secondary / support mechanical and sustaining engineer for heaters and lighting products. • Lead Mechanical and Project Engineer on insourcing project of an automated valve actuator with realized savings in product cost and lower warranty returns of approximately $2 Million per year. • Managed and closed over 160 projects and/or change orders. • Designed and implemented into production a new commercial configuration of automated pool and spa chemical sanitizer including creation of all procedures and managing the full project timeline.• Production support and root cause analysis of production line failures and customer returns. • Creation and management of multiple competing engineering change orders including weekly status reports, project presentations, leading design reviews, creating and managing qualification and environmental testing procedures, and product and project cost analysis. • Helped with customer contract reviews and generation of export jurisdictions. • CARES team member for 2 years in the safety department, performing safety audits and creating and presenting monthly safety presentations for safety training of the entire Moorpark team. • Earned the highest performance rating of any engineer in the history of the Moorpark team in my first year.

Originally selected to replace the sole manufacturing engineer, within two years became senior engineer in charge of managing all incoming moderate to high dollar RFQs and order set ups, taking full ownership of each product from design concept and quotation until product completion and shipment.• Created a concise standardized product applications and capabilities brochure that was used across all sales regions and for all customers as well as internally in all departments.• First point of contact for sales managers and all customer technical and capability questions. • Created and managed all moderate and high dollar RFQs for all customers across multiple regions in salesforce including generating process cost, product specifications, and lead times using material and process costs and availability and corresponding MIL standards. • Review of sales orders and customer contracts as part RFQ process. • Work Order and procedure creation for all incoming new orders.

Selected by A.V.C. Specialists to help fill the vacancy of the retirement of the company owner as their Application Engineer for the sales, design, implementation, and maintenance of industrial pollution control devices.• Full project management of multiple competing projects and customers from quotation and design to project timeline and final site installation including supervision of work crews and the installation process. • Sales engineering including cold calling former and potential new customers. • Created a sales procedure for sales engineering guidance, a portion of which was used by all other divisions of the parent company CECO Environmental. • Designed and created two products completely new to the industry, a hopper rapper silincer and a hopper rapper actuator measurement device.

Selected by Mustang Engineering as the first new hire in California in front of ten others on staff to be sent to the company headquarters in Houston, TX for an accelerated training program to become a project manager focusing on project timeline management and supplier development including contract and bid reviews for large scale projects.• Developed requisition packages, bid evaluations, and purchasing packages for pressure vessels and flare stacks for the expansion of petroleum refineries.• Project engineering / project management of downstream petroleum refinery expansion projects including creation and presentation of weekly status reports, progress/project timeline trend curves. • Review and change management of piping and isometric drawings, equipment drawings, and instrument index versus vendor data review.

Selected for one of the most critical QCE roles in the company as QCE for the entire metal car body production line for the end of model year production of two different vehicles. • Proposed multiple process improvements, two of which were implemented immediately.• Root Cause Analysis using Toyota Quality Assurance methods and six sigma methodologies. • Setting up containment of defective parts.• Creating rework procedures and test processes and quality checks after implementing reworked parts. • Implementing corrective and preventative actions both on the internal production lines and at parts suppliers. • Determining part acceptance criteria and writing instructions for sorting of defective parts, based on CMM measurements and working with parts suppliers.• Creating weekly trend graphs of test data for presentations of long term recurring problems and studying trends of problems over time to determine potential future problems and preventative actions.