• Led a team of 15 cross functional members in the development and implementation of a process to track and store Supplier qualification artifacts in a central repository with visibility into reviews, approvals and supplier proprietary data resulting in first time visibility across the company of supplier qualification data. The tool is used across multiple organizations within Boeing as well as direct interaction and submittals completed by external suppliers.• Led a software development project intended as a repository and workflow management system for supplier qualification data previously stored on networked shared drives, email, computer hard drives and SharePoint servers. I acted as the Project Manager, Software Architect, and Product Owner. Team consisted of 12 internal stakeholders and an offshore contracted SW development team. • Co-Led developing and releasing a module within an existing software tool to store Supplier proprietary Process Control Document approvals and track the review and approval within Boeing

In addition to the ME Sustaining Lead role, I stepped in as Project Manager for 3 concurrent business critical Sustaining projects. The projects consisted of remediating a production line safety concern due to sharp product identification badges, qualifying a new supplier to produce ultrasound machine casters, and remediating a design issue which lead to a Post Market Risk Assessment (PMRA) involving a mechanical rotating articulation arm on the premier ultrasound machine.

I am responsible for internal and external project request review, prioritization, and resource allocation for the entire Philips Ultrasound ME Sustaining project portfolio. • Led a 25-person cross functional team as Project Manager in addition to full time role driving plastic resin supply chain shortage efforts including; establishing daily management, requirements definition, material selection and qualifications, and supplier communication; mitigating revenue loss of approx $72M in Q2 2021• Successfully transitioned work from Offshore contractor to Offshore internal employees with 30 day transition period with no impact to project timelines• Initiated director level project prioritization and resource management, establishing clear communication channels and cross functional alignment between R&D, Sustaining, Procurement and SQE• Led Ultrasound cable projects with urgent Assurance of Supply and End of Life (AOS/EOL) impacts avoiding $22M revenue shortfall in Q1 2021• Drove Post Market Risk Assessment (PMRA) and CAPA investigations and Regulatory Audits as the Principal ME• Trained, mentored and established processes for a new team of Mechanical Engineers based in Pune, India ensuring continuity in project deliverables and timelines, enabling FTE's to transition into NPI projects within 30 days• Led DFMEA mentoring, process improvement and reviews as DFMEA was relatively new to the business. Included alignment of Part Risk Classification and mapping to DFMEA• Lead diverse, complex engineering issues and analysis to successfully deliver resolutions from E2E, concept to shipment, within a heavily regulated environment• Drove clarity in engineering QMS processes increasing FPY of engineering approvals by 25% in 2021• Guided NCF and root cause analysis both for internal and supplier-based production facilities

Sustaining engineering and product design for Automated External Defibrillators (AEDs) and their accessories. • Assumed the role of Lead Mechanical Engineer on the ECR Business priority project, to identify the root cause of a latent component failure of the MRx battery, which had halted production. Completed the Mechanical drawing and Regulatory Technical File documentation updates, which were essential in resuming production. Lead the ME role again in the second phase of the project moving the manufacturing process of two PCAs from hand to selective soldering, increasing throughput of production• Drove the design and build of tooling used for incoming inspection to discharge and open ultrasonically welded battery pack assemblies: work included 3D SolidWorks model design, producing 2D part and assembly drawings, and build of physical machines to verify product quality and manufacturing and prevent recurrence of defects • Improving process documentation through modification and creation of: Engineering Specs, Instructions for Use (IFU), dFMEA, Regulatory Technical Files, labelling, design reviews, eDMR/PLM submission• Drove process improvements in Mechanical Design through design work instruction development and SolidWorks ePDM vault organization and workflow refinement

• Leading the mechanical effort to Restricted and Hazardous Substances (RoHS) certification for a $65 million company; including standard work creation, tasking and mentoring team efforts, Solidworks and AutoCAD drawing updates, first article inspection, and supplier contact• Directed the Operations effort in the development of a new opto-mechanical product line, leading to the first product launch completed on time, delivered with a full data package, and all jigs and fixtures designed, built and documented for production, calibration and service. My role was vital as this was the first time Operations had input on quality, manufacturability, Poka-Yoke, cost and process improvements during the design cycle• Provide detailed designs, including prototypes, packaging, tolerance and FEA analysis, drawing creation of parts and assemblies for new development projects• Acted as the Production Mechanical Engineering Manager in 2017 for a team of 6 engineers• Managed Danaher VAVE (cost savings) projects; resulted in $300k/yr savings in manufacturing costs. Work included cast and machined parts, injection molded components, and electronic assemblies• Co-led the implementation of PDM System (Solidworks ePDM). Migrated and organized 40 years of previously unmanaged data with no loss in productivity. Created a systems model to be implemented to other Danaher business groups• Admin for Solidworks ePDM vault access across local and international operating sites• Investigation, diagnoses and remedy of parts non-conformance issues (ECO and ECN’s), and incoming inspection led to zero production related out of box failures in 2016 • Instituted and led weekly cross-departmental design reviews with 10 engineers to ensure communication and cohesive designs through the organization• Key participant in numerous Kaizens resulting in streamlined processes, increased efficiency, and improved working environments with consideration to Lean manufacturing practices

• Improved safety and increased performance for naval weapons through the invention of a shock mitigating material. Created and implemented manufacturing processes to promote increased efficiency in production• Increased strength and survivability of explosive testing equipment by 60% through a structural loading analysis and used technical documentation to present the results to the customer • Organized and led a 9 person interdisciplinary team to design, manufacture, and test a warhead resulting in 20% increased lethality. Surplus funding was directed to improve capabilities and knowledge of workforce• Solved a 40-year safety concern regarding Naval weapons storage through the design, machining, and explosive testing of a newly developed technology without increasing cost or reducing the number of units on hand• Completed models and simulations of future naval capabilities, providing recommendations to Policy Management Authority, and giving clear direction for future funding dispersal• Developed project plans, cost reports, statements of work, test plans, and final reports in accordance with NAVAIR and US Navy documentation standards

• Enhanced facility energy efficiency and security through the writing and implementation of Powers Process Control Language (PPCL) programming code used for instrumentation and automated control systems• Produced engineering mechanical and electrical drawings and facility layouts reducing energy and construction costs• Increased efficiency by mentoring/training incoming engineering interns during the transitional period

• Led procurement of components, requests for information, material tracking and assisted in field instrument installation and calibration, improving communication and overall efficiency, and reducing costs