•COVID-19 Response:o Created digital signature guidance and processes to allow for business continuity while remote working.o Refocused the team to support certification documentation.o Created a collaborative space within SharePoint for remote-working guidance and issue resolution. This site was used by all Completions sites across the US.o Helped plan and execute phased return-to-office roll-out for the office area.•Reinvigorated the continuous improvement program within Completions Engineering. The newly formed Completions Continuous Improvement Team (CCIT) has empowered individual contributors from across all 17 Completions departments to take an active role in developing both the program and themselves. o Developed customized CI Tools trainingo Fostered 6S cultureo Average yearly savings of over $1 million o Leveraging statistical analysis tools (ANOVA, DOE, Control Charts) •Participated in the first corporate blackbelt cohort.•Mentored Completions, Production, and Business Technology (BT) organizations through Gulfstream's Software Development Lifecycle for Nintex workflow development.o Actively mentored /on-boarded 2 – 5 champions at a timeo Created standard project structure for champions to use

TECHNICAL SPECIALIST II•Initiated and chaired an enterprise-level Community of Practice (COP) focused on technical writing, publication, and content delivery software. o Developed standard document styles o Created training to solidify standards o Consolidated oversight and change management for process writing•Lead architect of the Completions Engineering Document Repository (CEDR) site. This documentation site centralized the authoring, retrieval, and configuration control for business process documentation within Completions Engineering and was endorsed by the Senior Vice-President of Operations. The utility has over 1000 users and houses 600+ process documents. •Sole creator of the Central Library SharePoint utility. This utility Improved project management within Completions Engineering from layers of repetitive manual reporting meetings to a real-time data center with constant access to summary and granular data. This site is regularly used by Vice-Presidents, Directors, Chief Engineers, and Project Engineers to manage critical projects. •One of the first participants in the BT SharePoint Champion program, becoming the subject matter expert for both the business and BT for many SharePoint-related issues such as: o Nintex Workflow o Nintex Forms o Site Ownership and Development o Streamlining the Software Development Process for Champions o Business Analysis and generating requirement documentation•Completed a 3-year project to automate the Completions Engineering Coordination Memorandum (CECM) process within SharePoint. This automation ensures tight control of all vendor communications and minimizes the risk of losing track of open actions, rework, bad supplier relations, and freeing over 30 hours per week of CECM coordinator touch-time. The development team and stakeholders ranged from individual Project Engineers to the Director of Project and Supplier Management.

INDUSTRIAL ENGINEER•Lead equipment and facilities design for $2.5 Million Paint line renovation yielding a 60% increase in throughput, added capability to take on additional workload and a reduction of personnel exposure to possible hazards.•Initiated and managed equipment modifications and purchases to support shop floor sustainment and improvement •Initiated and wrote Process Orders to achieve standard working practices on the shop floor •Led the Creating Continuous Flow (CCF) Lean Event for C-5 aircraft flap repair resulting in a 37% reduction in flowdays, 60% reduction in backorders, 64% reduction in overtime and a reduction of 1400 ft2 of floor space allowing for additional workload to be inducted on other programs. The effort led to the shop becoming the first model cell for the Group of 1800 employees•Developed and delivered minor electronic tools for production metric tracking to squadron leadership. •Spearheaded effort to create and maintain the first Visual Control Boards for the Group.•Created improvements and standardization of Sanding booth layout, De-contamination procedures and asset wet-wipe media across different aircraft leading to a reduction of possible sources of contamination and dust migration and meeting and exceeding OSHA requirements for the facility and work environment.

•Trained Administrative staff in basic LEAN process methods•Created Value-stream maps of key transactional processes •Developed automated tracking systems for case-worker schedules, time sheets, and fund-raiser planner. •Saved approximately 80 administrative man-hours per year, creating capacity for more fund-raising endeavors.

•Owned the “Unit Vent” production line, serving as the line’s Industrial Engineer. Ensured the correct tools, equipment, training, and documentation were available to all line operators. With the aid of operators, created standard work sequences and documents to standardize and sustain improvements. Determined specifications for new tools, jigs, and parts presentation media. Exposed and solved quality problems as well as minor design issues. Empowered the operators to improve the line by involving them in problem resolution and work cell redesigns. •Lead LEAN/kaizen events for the “Unit Vent” production line. Chartered and lead a kaizen event for the false back sub-assembly station focusing on work flow and station design leading to reduction of operators from line, resulting in a 5% increase in units/man-hour.•Conducted LEAN and 5S training for the line operators. Co-lead 5S events for the Unit Vent and Blower Coil Production lines increasing audit scores from 20 to 65. •Developed electronic tracking and ordering system for kitting in the pipe shop.•Lead the “layout development” team during a plant consolidation. Relocated 2 production lines, warehouse, all associated sheet metal forming equipment (3 Turrets, 6 Press brakes) and personnel (~35 people) to the main campus. •Lead the redesign of the “Fancoil” production line and coil production cell. Lead the design and fabrication of several part carts, line racks, and other parts presentation media. Integrated Low Vertical Unit into Fan Coil line leading to a reduction in line-side sheet metal inventory by 50% and cycle time reduction by 20%.

•Responsible for the “Gotham” production cell, serving as the Cell’s Industrial Engineer. Gathered and maintained baseline data (ergonomic score, material supply route, standard work procedures, cell throughput, etc)•Led Transformation Project for the production cell, created a kitting station, designed and fabricated an ergonomic drawer system to reduce risk of injury to material handler resulting in a 29% reduction of reach distances, 16% increase in 5S score, and 23.5% increase in units/man-hour.