As a strategic leader at EPG, my role is to gain a comprehensive understanding of the inner workings of the company, driving improvements, fostering collaboration, and guiding operational efficiency across all departments. My key responsibilities include:Cross-Departmental Expertise: Attain a deep understanding of each department, including Inside Sales, Outside Sales, Purchasing, Operations, Engineering, Quality, Financial, and Administrative functions. Focus on learning core processes, systems (Made2Manage, Teams, Outlook), and uncovering opportunities for optimization. Developed key departmental improvement suggestions, presenting them to the strategic team for implementation.Business Project Management: Lead the identification, prioritization, and execution of critical business projects. Develop a repeatable project prioritization matrix in alignment with company goals, balancing effort, impact, and budget constraints. Act as a liaison and project manager, collaborating with stakeholders to ensure successful project completion from concept to implementation.Leadership and Mentorship: Serve as a trusted advisor to stakeholders across the organization, mentoring managers where appropriate. Promote a positive and productive company culture, leading internal consulting initiatives to implement strategic improvements and complete the Core Values Project.Financial Oversight: Collaborate with the Financial Department to develop the company-wide budget, inputting data into the Made2Manage system. Lead efforts to identify P&L line items across all departments, optimizing budgeting methods for future fiscal years. Conduct monthly financial statement reviews to identify performance improvements and tailor financial reporting to present actionable insights.

Supporting Merck's MRL division with Financial data analysis.

- Implementing two inbox management systems across customer facing teams to better ensure documentation, increase reliability ofservice teams, reduce customer incident frequency and increase service quality for customers.

- Delivered cost-effective lighting system solutions or quotations to sales representatives on a daily basis ranging in value from $10,000 toover $1,000,000 while managing commercial estimating inbox and Salesforce CRM tasks.- Onboarded and brought up to speed 10 new team members with quotation tools, SalesForce CRM tools, and team best-practices.- Devised and presented ROI cases to engineering teams to gain support on prioritizing improvements and addressing bugs, as the Presalesrepresentative on in-house bill of materials and system layout tool task force.- Conducted 3 audits as member of Lutron's internally held ISO 9001 auditing program, done across company quarterly, in Quality, PCBDesign, and Training Processes at a key Lutron facility finding multiple opportunities for improvement.- Executed Estimating Rep trainings to help over 30 sales reps qualify to control Lutron projects across all 3 Lutron system types.

- Volunteered & piloted year-long cost-saving field-service initiative developed at Lutron during Covid pandemic gaining leadership,communication, and critical thinking skills, while contributing to $13 million in savings.- Hosted Lutron Experience Center tours for over 50 prospective hires including C-level and customers as well as showcasing thecompany's 5 luxury residential system ranges in an interactive environment.- Entered Lutron in 9-month rotational Construction Design and Development Program [CDDP] rotating through multiple teams and roles in the Commercial Projects and Services Department including the Spec Services, Quoting, and Project Management Teams.

- Assembled product report for lean study including products that represented the highest volume, highest margin, and highest sales revenue.- Created product process flow chart for all in-house processes for all Greaves products and grouped them by like-process families. - Found highest volume product by family and conducted time studies on these products. This allowed Greaves to accurately load job tickets by time to get more accurate lead times on the floor. - Completed time study for J-Series grounding clamps and discovered bottlenecks in production process. Proposed alternatives to reduce labor including merging work stations. Looked into manufacturing alternatives including material switch to lower machining times.- Completed time study for top USA connector series and discovered bottlenecks in assembly. Concluded that moving to more in-house processes would be justified with large volume and save more than $60,000 a year. - Conducted market research and analysis into industrial and electrical panel market for possible grounding and electrical connector product application which included on-site visits.- Updated online cross-reference to reflect Greaves’ current catalogue.

Product testing, solar energy market analysis, marketing expansion, production line assistance.- Conducted extensive environmental testing for GBC grounding series that resulted in a change of supplier. - Performed marketing analysis and research for product focus on grounding parts and electrical connectors in the solar market. The end result was a solar brochure of 12 selected parts that are published in print and online for Greaves. - Created documents for OSHA safety checkoffs. - Field work includes on-site visits of solar fields as part of the Greaves Sales Department.

- Improvement of efficiency on the production floor.- Improvement of safety measures in the work area; anything from placing fire extinguishers to correct machine placement.-Development of preventative maintenance schedule for machines.- Purchasing analytics.- Relocation of Grieves Corp. and all their branches into EPG.