►Serving as Program Manager for a global leader in the supply of automotive wiring systems/electronics to the automotive industry’s top OEMs—leading programs to enable the organization to achieve both short- and long-term business goals, e.g., developing and enhancing the company’s relationship with and programs for Ford Motor Company. ►Oversee all aspects of engineering, design, testing and quality to ensure proper implementation of customer requirements, including the development and maintenance of program schedules, targets, and activities by identifying and clarifying customer design requirements and goals while working with project team members located in the US, Mexico, and Japan. ►Lead program gateway reviews within the organization to achieve management approval to move programs to the next phase of development and manage multiple deliverables with interrelated dependencies that continuously evolve based on changing business needs in a rapidly changing, competitive industry. Verify designs meet all governing requirements such as Federal Motor Vehicle Safety Standards (FMVSS), United States Council for Automotive Research (USCAR), and customer specifications. ►Key manager supporting the business-acquisition process with presentations of project designs while also supporting project launch with on-site support at customer manufacturing plants during critical build phases, helping troubleshoot problems as needed.

► Transitioned company steering roll connector (aka clock springs) and wire harness products from a primarily Japanese customer base to include all of the U.S. Big Three automotive manufacturers and eight North America Tier 1 customers via creation and successful execution of customer-facing presentations working in close coordination with Sales Department.► Spearheaded transition from one core product to expansion that included wire harness and injection-molded header connector systems, effectively redirecting the product design team. ► Reduced typical program launch time by 40% by consolidating program management of design, suppliers, tool makers, and test labs into one comprehensive team. ► Orchestrated implementation of CAD network for Engineering Department encompassing three North America locations yielding cost reduction achieved by network sharing of the software license including use in Mexico. ► Drives success by ensuring alignment of strategies, tactics, and processes and reporting results with associated metrics while optimizing resources and funds.► Manage test lab for performing product development and customer validation. Reduced reliance on overseas HQ test lab and expanded domestic testing operation while ensuring compliance with rigorous quality standards.

► Conducted weekly clock spring and wire harness launch meetings with multidepartment/ multicountry teams that included Mexico, China, Japan, and the U.S. to ensure on-time deliverables in compliance with specifications and regulations. ► Led multiple clock spring and harness design and launch projects to reduce cost, reduce product development timing, and improve testing efficiency. Activities followed the APQP process and included core tools such as DFMEA, DRBFM, 5 Whys, and the Toyota PDCA process.

► Directed two-location design department (Kentucky and Michigan) for this automotive Tier 1 supplier with diverse array of product offerings including more than 25 electronic and mechanical automotive components to yield the best-possible results and benefit to the organization by effectively differentiating the company in relevant segments. ► Responsible for product development, sales presentations, product testing/validation, and production support, e.g., successfully managed full-cycle development of power liftgate program and power slide door program from initial development through production on Nissan Quest.► Coordinated activities of 2 separate U.S. design centers with parent company headquarters in Yokohama, Japan, and facilitated expansion of department scope from design application of Japan HQ designs to include independent U.S. design and development of new products.

► Led design team that secured the first GM business for company and managed the expansion of department from 5 to 12 employees while implementing continuous-improvement (CI)–focused change, including reduction of design change release time by 20%.► Successfully coordinated the opening of a Michigan satellite design office. ► Developed the ISO-9000 and QS-9000 compliance and registration procedures and standards for design department.

► Trained at design center in Yokohama, Japan, for 9 months (with training conducted in Japanese). ► Led reviews and created DFMEA analysis and process for new product development. ► Quantified and reported project status and results to effectively support decisions and progress.