Directed operational planning, resource management, and staffing, while leading cross-functional teams to drive continuous improvements. Influenced change across departments, ensuring full compliance with FDA Quality System Regulations, ISO standards, and AATB requirements.• Led operational and production efforts, achieving a 25% increase in yields across all product lines, consistently meeting or exceeding production and Executive Leadership’s goals.• Managed and improved technical staff training programs, increasing completed training compliance from 20% to 75%, while ensuring all training records and competencies adhered to company policies.• Monitored staff performance through appraisals, goal setting, and production metrics analysis, using data-driven insights to guide operational decisions.• Investigated customer complaints and internal errors, performed root-cause analyses, and implemented corrective and preventive actions, resulting in an 400% reduction in non-conformances.

Reported directly to the Chief Operating Officer, responsible for developing mission-critical KPIs, conducting data analysis, and establishing process standards to drive revenue growth and shape the business strategy.• Tripled revenue to $6M by redesigning the team training curriculum, creating KPIs, and implementing Standard Operating Procedures. Authored 20+ Quick Access Guides and developed the company’s first-ever KPI Visual Management System.• Led external audit facilitation and streamlined the payroll process, reducing payroll errors to less than 1% and cutting payroll processing time by 50%.• Developed a comprehensive business plan outlining target markets, operational procedures, and administrative strategies, leading to the company being voted "Best in Kent" by the city business council.• Spearheaded the launch of three new offices across multiple states, training seven employees on recruitment and sales standards, generating $1M in revenue within six months.

Developed policies, procedures, and objectives for the production, quality, and shipping of composite ducting supplied to Boeing, Spirit, GKN Aerospace, and Kawasaki Aerospace. Responsible for maintaining and tracking Quality Specs. and KPIs over continuously moving lines in the Lamination, Trim, and Assembly departments to ensure 100% AS9100 compliancy. Directly managed seven Supervisors, three Trainers, and four Production Control personnel over two shifts to provide direction and coordinate production for 330+ personnel. Analyzed customer demand and quality expectations to develop a scheduled work flow that exceeded customer need dates. Lead Japanese and domestic personnel integrated Kaizen Team in two Kaizen events which led to an overall 10% production increase.Accomplishments: (note: all accomplishments were while developing COVID protocols and maintaining a safe workplace)• A production increase of 22% accomplished through two Kaizen events and analyzing essential processeso Brought the company from being 1100+ parts behind schedule to having a full 20-day supply in stock; taking the company from a 12% loss each month to a 5% profit (a swing of approx. 2.5m annually)o Increased on-time-delivery from 72% to 100% for 68 consecutive days – longest streak within the company• Created the “TOP 5” movement, resulting in a decrease in scrap of 58% - saving $500,000 annually• Increased First Pass Yield quality 7% - leading to the highest 1-month average seen in the company in four years• Developed simple Freekot process improvement that resulted in a material savings of $50,000 annually

Managed day-to-day activities of six production lines while successfully implementing continuous process improvement techniques. Supervised three Leads and 48 employees over blending, production, and warehouse to accommodate operations in accordance with shipments, store orders, and stock requirements for over 40 different customers nationwide. Coached, trained, and lead work teams to achieve performance as it relates to specialization, 6S, and Six Sigma.Accomplishments:• Process Improvement Lead – Improved bottle production from 48 to 71 bottles per minute. This led to the acquisition of Target, Super Value, and Thrive companies culminating in the first month of $4 million revenue and over $42 million annually• Corrective Action Preventative Action (CAPA) board member – through Process Change Control, lowered the weekly average open CAPAs from 13 to 6• Implemented 5S plant-wide enabling a 10% decrease in cycle times increasing bottle filling 33%• SOP and Training plan - Wrote and implemented 32 SOPs. Created the company’s first Operator Training Plan Trained over 60 employees to cover operations, safety, and proficiency