- Leading the IT team responsible for assessing, prioritizing, and deploying software enhancements to BCA MES utilized by tens of thousands of users across Boeing- Initiating a team within IT to set the direction for present and future factory mobile software applications across Boeing enterprise. Initial suite of applications total thousands of users across Windows and Android devices

- Establishing new Software Development team for creating Extended Reality (assisted, augmented, and virtual reality) solutions for Boeing Enterprise- Forming Factory Mobile Software Development team to core up current solution teams and build roadmap to Boeing's 2nd Century Enterprise Systems

Software and Systems Engineering leader of the first product for the new Boeing AvioniX division.Integrating the work of Software and Systems teams in multiple sites across the country to deliver on a complex, multifunction avionics device.

Member of a 6 year rotational leadership development program.First rotation consists of managing 18 fabrication workers in Boeing's tubes and ducts fabrication facility.

* Boeing Research & Technology (BR&T) Manager for Boeing Product Development focusing on new Airplane studies* BR&T is a shared R&D center that brings innovative technical solutions to both Commercial Airplane (BCA) and Defense & Space (BDS) customers within Boeing* Enterprise project leader for implementing and replicating Statistical Process Control application across BCA and BDS

Responsible for various projects to implement the 777X wing fabrication production system in the new Composite Wing Center.Integrating the efforts of a cross-functional, multi-discipline team to implement a complex AGV system for conveying large parts and tools throughout the building.

Managed a team of Production Engineers developing and implementing advanced manufacturing concepts into the 737 wing fabrication, final assembly, material movement and paint operations.

· Adapted lean office concepts to establish a standard work, risk monitoring system across an 83-member supply chain organization.· Modified engineering change management processes to our lean-tool development, enabling the collection, review, and implementation of 111 change requests.

· Developed recommendations for modifying to-customer outreach and designed marketing initiatives for the go-to-market strategy of Office productivity products.

· Supervised a 34 person software team maintaining the V-22 Osprey's operating system.· Initiated and led a cross‑functional team to create an innovative solution to a project bidwhich increased revenue from $4 million to over $6 million in annual sales.· Reorganized engineering team into sub teams and improved team operatingprocesses and tools, reducing team overtime usage from 10% to 2% of project budget.· Developed a leadership track and mentored new engineering leaders which produced 7new project leads in 2 years.· Managed disruptions to project schedules by quickly reassessing priorities andredirecting resources to deliver 9 emergency releases which solved fleet issues in Iraq.· Modified V‑22 Departmental practices to align with corporate financial managementguidelines, reducing the complexity of reporting and interpreting financial results.· Two‑time recipient of the peer‑voted Raytheon Technical Honors Award presented tofewer than 5% of the Engineering base.

· Supervised a 22 person, multidisciplinary team comprised of engineering and logisticspersonnel maintaining the software and hardware of the V‑22ʹs flight planning system.· Averted a significant budget cutback by influencing the customer to accept a revisedproduct roadmap, increasing product revenue from $14 to $22 million over 4 years.· Navigated team through a challenging period when product system failures threatenedto delay the deployment of the V‑22 to Iraq, ultimately succeeding in on time delivery.· Solved legacy team issues by utilizing Six Sigma processes and methodology resultingin the elimination of a recurring 20% cost overrun of team budget.· Implemented a communication strategy that increased customer visibility into teamoperations and reduced change orders during the development process.· First in the business unit to be promoted 2 levels in one year.

· Aided a multidisciplinary engineering group responsible for establishing and enhancing Engineering Organizational processes.· Facilitated Senior Management Reviews and assisted teams with performance issues.

· Initiated the standardization and automation of my position allowing for theconsolidation of my role with another team role, saving $180k annually.· Documented team operating processes through use of wiki technology which reducedconfusion and improved team cohesion.

· Developed a complex software tool to model the electrical activity of atrial and ventricular fibrillation.