Great opportunity to be the integrator between Regal and Brandywine to scale the organizations. Through structure, role definition, and access to data, we will create efficiencies within our means. Short term targets include: migration into one centralized ERP/MRP/MES system, documenting departmental workflows and communication channels, master scheduling, visual management to leverage the use of data, strengthen our preventive maintenance planning, and roll out an accountable 5s program. Long term targets to come.

Challenging and Empowering position that was initiated after being asked to be the VP of Quality Assurance for Regal Technology Partners & Brandywine Communications. When I entered the facility and added responsibilities, I performed a formal S.W.O.T. Analysis and presented my findings and recommendations to the President/CEO. I was invited to present my findings and recommendations to the Brandywine Board of Directors and shareholders where I gained approval to move from good-to-great by consolidating both organizations to be co-located under one roof. Brandywine's core competency started in Engineering, whereas Regal's core competency started with contract manufacturing and combined, both organizations could generate synergy through these shared capabilities. I then generated a transition plan which transitioned a business area every 30-days starting in August 2023 and completing in December 2023. I utilized my education in Management and Leadership to document a transition approach through the STAR Model which gains alignment between Strategy, Structure, Processes, People, and Rewards, documented before/after layouts in CAD, followed the Kotter & Cohen's Change Management Model, and published a communication plan which was followed to keep the motivation and sense of urgency high. Lastly, I partnered with Pepperdine University's MBA class where we collectively created an Education 2 Business (E2B) class project. MBA students interviewed and conducted surveys to understand the current cultures between both organizations independently and then presented to myself, the CEO, and HR their recommendations of the combined cultural attributes that the leadership team could take and reinforce. This gave the employees a voice and developed a culture from the bottom-up, versus top-down.

30-year old start-up as we transitioned the business model from a pass through towards a vision of vertical integration. Together, we led and grew the organization from 4 employees and 200 sq-ft to over 80 employees and 36,000 sq-ft. I had personal involvement in configuring the facility by incorporating lean manufacturing philosophies organizationally, selected CapEx equipment to grow internal capabilities while supporting the vertical integration vision, and supported the development and architecture of the initial campus Quality Management System and registration to AS9100 / ISO 9001:2015. Today, I have 10 direct reports in Quality Assurance where we have transitioned from visual Quality Control to Optical Automation through the integration of 3D SPI (Solder Paste Inspection), 3D AOI (Automated Optical Inspection), and 3D X-RAY.

An energetic self project starter managing six certified inspectors with forward thinking to process improvements. Responsible of quality control and leading Secure to “Quality of the year award”, 2012. Actively apart of the team to lead Secure into AS9100 Rev. C certified, which was granted on first attempt. Current projects address manufacturing / process flows, product quality, ECN graphical reporting, and design benchmarking.

Responsible for the procurement of military cabling, production setup, shortage reports, receiving of incoming materials, and packaging of sensitive electronics and cable assemblies in a timely fashion to meet shipment deadlines.