I lead the PCx team which focuses on transforming the end-to-end customer experience through a series of initiatives focused on commercial, supply chain, product master data and technology improvements utilizing a multi-year, phased approach. In parallel , I partnered with Porsche Consulting to lead a Value Analysis Value Engineering initiative focused on improving material cost of Ultra Low Temperature Freezers by 16% with a team of cross functional leaders and members representing R&D, Product Management, Procurement, Regulatory, Quality, Operations, and offshore Engineering.

Collaborate with leaders in operations and other functions to deliver $12M+ in productivity savings across 9+ sites and functions globally while reducing customer complaints and warranty costsIncrease employee engagement and customer satisfaction by standardizing the process for teams to identify, prioritize, and implement opportunities across Lab Equipment and by growing the population of qualified PPI Process Managers who can facilitate kaizensPromote and expand targeted lean transformation at key sites and focus areas by coaching and leveraging tools within the PPI Business System and measuring the impact vs goalsSince March 2020, own LPD LE Packaging for existing products to drive down damage and lower total costs

Directly responsible for safety and performance of associates, supervisors, and managers who purchase, manufacture, and globally distribute a variety of hazardous and non-hazardous consumable products and instruments for anatomical pathology workflowsCoach team to improve Customer Allegiance, Quality, and Delivery for a $170M businessProfitably expand margin through targeted process improvements

Value Stream Manager for Ultra Low Temperature Freezer (ULT) and High Performance Laboratory Refrigerator Freezer (HPLRF) product lines, a $120M+ business with over 120 associates including direct labor and a staff of supervisors, planners, and engineering support in a footprint of just over 37,000 sq ft.

My team and I enabled the business results and successful cultural transformation for our site's continuous improvement program, called PPI, which also includes elements of Lean. Everyone at the site is involved in helping us reach the goals.PPI is our "8 step method" to solve problems by starting with 100% of the problem and narrowing to the 20% of the processes causing 80% of the variation (waste), repeating as necessary (Plan-Do-Study-Act.)"Lean" includes Lean Leadership such as strategic deployment, daily tiered standups, and metric boards as well as "making the waste visible" tools such as Value Stream Mapping, 3P Layout, Single Minute Exchange of Die (SMED), 5S, and other Kaizen activities so identified improvements can be planned and implemented.I also served as Champion for our site's Green Team, which helped our site reach Zero Waste to Landfill at one year earlier than the original goal of Dec 31, 2015.

Prioritized efforts of process engineers, automation engineers, technicians, and data coordinators to optimize information flow and process performance during a period that included two product transfers (Dubuque, IA, and Newington, NH) and several high-impact new product launchesEstablished standard work to justify capital investments as well as to validate new equipment per ISO 13485 standards for Medical Devices and began transformation of Fabrication department to replace aged equipment with state-of-the-art cutting and bending equipment

While at GE Appliance Park I worked in a variety of roles from New Product Development to Product Cost Take Out to Innovation, mostly involving Refrigeration Products. Projects included the 2001 Energy program (we launched a new design at a new plant in Celaya, Mexico), many high impact cost take out projects which also improved quality, and innovation projects with several patents still pending.

I designed Air Induction Systems (filters, ducts, and sound control devices) in my first role at Ford, and was a Manufacturing Engineer for the Milan Plastics Plant overseeing 5 layer co-extruded blow molded fuel tank lines for heavy trucks and the Lincoln LS. These roles were in the Automotive Components Division, which later became Visteon.