As a subcontractor for Deloitte, LLP, I utilized a hybrid Agile methodology to assist in the identification of improvements and the implementation of industry best practices throughout the integration of the District Integrated Financial System (DIFS) for the District of Columbia Office of the Chief Financial Officer. The project consisted of collaborating with end users at all levels to include Subject Matter Experts (SME), Scrum Masters, Product Owners, District Agency Representatives, and… Show more As a subcontractor for Deloitte, LLP, I utilized a hybrid Agile methodology to assist in the identification of improvements and the implementation of industry best practices throughout the integration of the District Integrated Financial System (DIFS) for the District of Columbia Office of the Chief Financial Officer. The project consisted of collaborating with end users at all levels to include Subject Matter Experts (SME), Scrum Masters, Product Owners, District Agency Representatives, and the Executive Leadership Team to create efficient business policies for the Procure to Pay (P2P) process and Standard Operating Procedures (SOPs) for the DIFS Support Center (DSC). Key activities included: - Conducting gap analysis between the current and future state processes to create efficient, effective, streamlined future state business processes and policies that aligned with system capabilities. - Providing final policies to key stakeholders utilizing the DIFS Policy Committee; revised the policies and SOPs based on the feedback received. - Providing a policy that defines how suppliers will interact with DIFS (Supplier Management) and provided the guidelines and methodology to ensure supplier payments are monitored for compliance to District and Federal laws (Quick Payment Act). - Developing SOPs for ongoing DSC support that defines the approval processes for granting access to DIFS and maintaining data integrity (DIFS Security) and for how DIFS planned and unplanned events will be communicated by the DSC (Managing Notifications). Show less

My responsibilities at Cardinal Health included oversight for five (5) distribution centers of medical devices in the southeast. My key responsibilities included: - Monitoring process parameters daily to ensure each warehouse complied with industry-specific regulatory, environmental and Quality Management System requirements for medical devices. - Auditing product families weekly to ensure expiration dates and First In, First Out (FIFO) concepts are being utilized. - Facilitating… Show more My responsibilities at Cardinal Health included oversight for five (5) distribution centers of medical devices in the southeast. My key responsibilities included: - Monitoring process parameters daily to ensure each warehouse complied with industry-specific regulatory, environmental and Quality Management System requirements for medical devices. - Auditing product families weekly to ensure expiration dates and First In, First Out (FIFO) concepts are being utilized. - Facilitating root cause analysis methodology with operations to resolve late and/or damaged shipments, improving the customer experience. - Coordinating and being the point of contact for regulatory audits and Food and Drug Administration (FDA) inspections. Show less

In this role, I led a team of three (3) engineers and four (4) technicians in support of the Quality Management System at the Norcross plant which manufactures optical fiber. In addition to leading the internal audit program, supplier and product qualifications, the engineering design review process and the calibration program, I was the primary customer interface for customer complaints. I led the quarterly Management Review (which tracked the performance of Key Process Indicators to the… Show more In this role, I led a team of three (3) engineers and four (4) technicians in support of the Quality Management System at the Norcross plant which manufactures optical fiber. In addition to leading the internal audit program, supplier and product qualifications, the engineering design review process and the calibration program, I was the primary customer interface for customer complaints. I led the quarterly Management Review (which tracked the performance of Key Process Indicators to the business objectives and other ISO 9001:2015 requirements) and the monthly Product & Process Improvement Team which monitored optical fiber process parameter trends against industry standards. My key accomplishments were: - Implementing an annual bottoms-up process to drive process improvements using Lean Six Sigma and Kaizen principles in operations, maintenance, facilities, engineering and the supply chain to identify cost savings. I facilitated brainstorming sessions with each department and worked with the engineers to quantify the savings (or productivity impacts) for each project. - Implementing an A1 problem-solving methodology to drive root causes determination, corrective and preventive action plans, further developing the project ideas into project plans to achieve the expected savings and benefits. - Providing WAVE® program management training for the project leaders. - Establishing weekly cadences by functional area to monitor the progress and drive timely closure of the projects. Show less

Caring Transitions of NE Houston is the Professional Solution for relocation services including downsizing, decluttering, & estate sales for both full and partial liquidations. - Introduced new concierge marketing strategy for remote client base that increased sales by 5%. - Developed and delivered marketing presentations and workshops to senior service providers. - Successfully relocated and/or liquidated the assets for (8) clients. - Achieved “Relocation Vendor of Choice” for… Show more Caring Transitions of NE Houston is the Professional Solution for relocation services including downsizing, decluttering, & estate sales for both full and partial liquidations. - Introduced new concierge marketing strategy for remote client base that increased sales by 5%. - Developed and delivered marketing presentations and workshops to senior service providers. - Successfully relocated and/or liquidated the assets for (8) clients. - Achieved “Relocation Vendor of Choice” for an area senior living residence. - Collaborated with other business owners to facilitate client needs outside of my business territory. Show less

As the Quality Management System (QMS) Leader, I was responsible for ensuring that the organization executes quality processes that are compliant with GE Oil & Gas policies and procedures, ISO 9001:2008, API Specification Q1, and applicable product specifications. My key responsibilities included: - Designing and maintaining a simplified, user-friendly QMS (policies and procedures, work instructions), facilitating global training on QMS processes, and developing and maintaining training… Show more As the Quality Management System (QMS) Leader, I was responsible for ensuring that the organization executes quality processes that are compliant with GE Oil & Gas policies and procedures, ISO 9001:2008, API Specification Q1, and applicable product specifications. My key responsibilities included: - Designing and maintaining a simplified, user-friendly QMS (policies and procedures, work instructions), facilitating global training on QMS processes, and developing and maintaining training plans for functional teams. - Leading the global audit program based on organizational risk; leading cross-functional teams through external audits with our registrars and customers. - Mentoring colleagues through root cause determination, to identify and implement effective solutions. - Leading the development of the content for Quality Management Reviews, establish and communicate QMS KPIs, identify projects to improve QMS processes based on defect trends. Show less

As the Quality Management System (QMS) Leader, I was responsible for ensuring that the organization executed quality processes that were compliant with GE Power & Water policies and procedures. My key responsibilities included: - Designing and maintaining a simplified, user-friendly QMS (policies and procedures, work instructions), leading and developing the global audit program based on organizational risk, facilitating global training on QMS processes, and developing and maintaining… Show more As the Quality Management System (QMS) Leader, I was responsible for ensuring that the organization executed quality processes that were compliant with GE Power & Water policies and procedures. My key responsibilities included: - Designing and maintaining a simplified, user-friendly QMS (policies and procedures, work instructions), leading and developing the global audit program based on organizational risk, facilitating global training on QMS processes, and developing and maintaining training plans for functional teams. - Mentoring colleagues through root cause determination, to identify and implement effective solutions. - Leading the development of the content for Quality Management Reviews, communicating Key Process Indictors, identifying projects to improve QMS processes based on defect trends. Show less

As the Continuous Improvement (CI) Leader, my key accomplishments were to: - Monitor the appropriate field engineering services product and process characteristics to identify adverse trends, risk areas and systemic issues. If adverse trends were identified, I worked with business leaders to determine the root cause and initiated projects to mitigate risk and reduce the cost of quality. - Develop root cause analysis training material; provided global training and mentored engineering… Show more As the Continuous Improvement (CI) Leader, my key accomplishments were to: - Monitor the appropriate field engineering services product and process characteristics to identify adverse trends, risk areas and systemic issues. If adverse trends were identified, I worked with business leaders to determine the root cause and initiated projects to mitigate risk and reduce the cost of quality. - Develop root cause analysis training material; provided global training and mentored engineering teams through the root cause analysis process. Show less

As the Quality Assurance Manager for the Electrical Components Department, I managed functional responsibilities for an $8M global 3rd party inspection service provider’s account. My key responsibilities were to: - Develop quality inspection plans for deck screws. Had oversight for supplier inspection, testing and certifications of various electrical products with Bureau Veritas, SGS, and Intertek. - Resolve day-to-day defects with suppliers, factories, service providers… Show more As the Quality Assurance Manager for the Electrical Components Department, I managed functional responsibilities for an $8M global 3rd party inspection service provider’s account. My key responsibilities were to: - Develop quality inspection plans for deck screws. Had oversight for supplier inspection, testing and certifications of various electrical products with Bureau Veritas, SGS, and Intertek. - Resolve day-to-day defects with suppliers, factories, service providers, merchandising, store operations, distribution, safety, customers, and other related supply chain components. - Leverage global resources, improve factory data accuracy, and develop test plans for quality assurance and product lifecycle management software implementation. Show less

As a Lean Six Sigma Black Belt supporting the Nuclear Engineering team, my key responsibilities were to: - Apply Lean/Six Sigma principles to drive continuous process improvements in engineering. Focus areas included developing a receiving inspection process for a new product line. - Implement a vouchering process to track engineering hours assigned to United States government projects; introduced Human Performance (HU) tools (i.e., self-checking, peer checking, etc.) to reduce… Show more As a Lean Six Sigma Black Belt supporting the Nuclear Engineering team, my key responsibilities were to: - Apply Lean/Six Sigma principles to drive continuous process improvements in engineering. Focus areas included developing a receiving inspection process for a new product line. - Implement a vouchering process to track engineering hours assigned to United States government projects; introduced Human Performance (HU) tools (i.e., self-checking, peer checking, etc.) to reduce escaping defects in the Engineering design process. - Provide Lean/Six Sigma training for Green Belts; mentored twelve (12) Green Belt projects through certification. Show less

As the Supplier Quality Manager, I provided oversight to fifteen (15) inspection technicians for raw materials and nuclear fuel bundle assembly components received at the GE-Hitachi Nuclear Energy site. My key responsibilities were to: - Develop inspection test plans for products received. - Consult with design engineering to approve (or reject) product deviations found during receiving inspections based on product and raw material specifications. - Develop verification and… Show more As the Supplier Quality Manager, I provided oversight to fifteen (15) inspection technicians for raw materials and nuclear fuel bundle assembly components received at the GE-Hitachi Nuclear Energy site. My key responsibilities were to: - Develop inspection test plans for products received. - Consult with design engineering to approve (or reject) product deviations found during receiving inspections based on product and raw material specifications. - Develop verification and validation test plans for new product introduction. - Partner with Sourcing to implement supplier scorecards to improve the delivery and quality of water rod components and raw materials received in the Fuel Components Operation. - Create an inspection test plan and Go/No-Go gauge for inspecting fuel debris shields at a supplier; reduced supplier's escaping defects by 47%. Show less

As a senior manufacturing and equipment engineer for Fuel Components Operations, I provided off-hours process support for manufacturing equipment. Key accomplishments were to:• Achieve Green Belt certification leveraging Lean Six Sigma methodology to optimize single piece water flow assembly for new product introduction. • Value Stream Map the fuel component assembly process to identify process improvement ideas; reduced tube shell machining scrap by $35K annually.

As a project engineer, my primary responsibilities were to optimize and transfer fiber automation technology for the optical fiber division. In this role, I developed project plans, budget and schedules to transfer technology to new facilities. Key contributions were to: • Lead a team of eight engineers and fifteen contractors to design and install the electrical systems for six (6) optical fiber draw towers in the United Kingdom (Corning, Inc.). Worked with suppliers to build control… Show more As a project engineer, my primary responsibilities were to optimize and transfer fiber automation technology for the optical fiber division. In this role, I developed project plans, budget and schedules to transfer technology to new facilities. Key contributions were to: • Lead a team of eight engineers and fifteen contractors to design and install the electrical systems for six (6) optical fiber draw towers in the United Kingdom (Corning, Inc.). Worked with suppliers to build control panels to the British Standards Institution (BSI). • Transfer technology to update deuterium chambers to double the capacity for optical fiber processing in Wilmington.• Define key process indicators and reports to monitor process performance and improvements. Show less

As the Engineering Section Supervisor, I led a team of seven engineers and three technicians to provide engineering design and support for fiber manufacturing and corporate research and development groups. Key accomplishments were to: - Establish a cross-training plan to broaden skills for team members to meet project deliverables. - Lead a global root cause analysis team that reduced fiber packaging defects by 50% for Asia Pacific customers.

In this role, I was the controls engineering leader for multi-million dollar capacity expansion project. I was responsible for technical inputs to the procurement process, supplier quality and controls equipment design. I led the equipment installation and start-up for domestic and international facilities. A key project in this role was to manage electrical trades and engineers at the United Kingdom fiber manufacturing facility during equipment installation and start-up of six fiber… Show more In this role, I was the controls engineering leader for multi-million dollar capacity expansion project. I was responsible for technical inputs to the procurement process, supplier quality and controls equipment design. I led the equipment installation and start-up for domestic and international facilities. A key project in this role was to manage electrical trades and engineers at the United Kingdom fiber manufacturing facility during equipment installation and start-up of six fiber draw towers. - Lead engineer for process equipment installation that reduced overall process cycle time by 30% - Managed domestic trades and engineers during equipment installation and startup for new production line- Achieved $1M+ savings by introducing an alternate supplier of induction heating generators Show less

Provided weekly and off-hours process support for manufacturing equipment. Provided process and equipment expertise for new production introductions. Also provided equipment and process training for peers and production personnel.- Designed test bench for troubleshooting process equipment that reduced equipment downtime.- Designed “clean room” system to reduce foreign materials from entering process furnace.

Proudly served in the 229th Military Police Company. Activated to combat for Operation Desert Shield/Storm (11/90 – 08/91). Honorably discharged with combat service medals.

Performed in various musical capacities throughout the United States as a naval musician. Honorably discharged with good conduct and sharpshooter service medals.