 Facilitated the identification and implementation of program management best practices. Hired three new program managers and expanded the role and responsibilities of the program management function to support the rapid growth of the business.

 Brought together the engineering teams of four acquired companies, two of which had several longstanding and charged relationship issues to create a united and synergistic team.  Established cross functional collaboration, and process improvements to reduce new product development time ~40%. Managed the reduction of engineering costs via three separate reductions in work force. $1.4M/yr. combined reduction.

 Guided our Czech Republic team members in the root cause analysis and redesign of a key product line to cut $2.5/yr. in parts and service costs and resolve two operator usability problems. Provided rapid concepting techniques that cut months from new product development lead time. Added $800K first year sales with a new-to-the-company product in an adjacent market space.

 Executive leadership team member responsible for all aspects of engineering including new product development, engineered to order, sustaining engineering, and project management. Technical team of 88 solid and dotted line across 4 North American sites. Quickly improved morale, productivity, and unity by addressing three longstanding personality and organizational issues.  Guided a multifaceted effort to correct several crippling issues – structural, hydraulic and controls - with a flagship refuse truck platform that was launched just prior to my arrival. Problems were all solved. In support of major & urgent business restructuring to improve profits, collaboratively planned and implemented the dramatic downsizing of the engineering organization and reprioritization of projects. Included reduction in workforce of $2.5M and elimination of the VP of Engineering position.

 Executive leadership team member responsible for 142-member globally dispersed engineering & technical organization - 72 directly and 70 through a direct and matrixed strategic business unit structure - across the US, Canada, India, China, The Netherlands, Hungary, Brazil, Singapore, and the UAE. Oversaw New Product Development, Sustaining Engineering, and Engineered to Order. Facilitated implementation of Teamcenter PDM across 18 sites globally. Prioritized the creation of tools to quickly find and re-use design work from previously ordered one-off automated actuators. Eliminated a combined 4,600 hours of engineering lead time in 2nd year of use.

 Key catalyst in bridging and unifying the engineering teams of the six acquired actuator companies that comprise the Valve Automation Division. Built a 64-person best-cost-country (BCC) engineering team/organization - 30 in Pune, India; 23 in Chennai, India; and 11 in Wu Qing, China – that was key to achieving a 6-year run of double-digit sales growth from 2007 to 2013.  Spearheaded the simplification and standardization of processes and KPIs across global valve automation centers and engineering teams. Increased flexibility by enabling cross-site support and work balancing. Drove the identification and delivery of $2.8M in product cost reductions. Guided a multi-country cross functional project team in the development of a new 6"x16" ANSI class 150 through 2500 Multiport Flow Selector Valve platform. Added $12M in first year sales. Directed the planning, equipment specification and construction of a 13,500 ft2 engineering test and development lab. Product Safety Officer

 Rapidly coached and instilled principles of teamwork, trust, and open-mindedness in engineering to effect positive and productive cross functional relationships. Reduced the engineering lead time by 60%, while improving on-time performance from 77% to 97%. Developed and deployed real-time, visual, order progress system. Increased awareness and urgency and reduced order-to-ship lead time by 17%.

 Organized and led a Customer Support Team consisting of an 11-person Customer Information Center; 5-person Field Service, Training & Technical Support Team; 2-person Warranty Team; and a Legal Administrator.  Implemented visual management process and metrics that improved awareness, performance, and morale. Facilitated development of quick-start guides, and instructional animations to include with water softener and drinking water filtration products that improved consumer out of box experience.

 Guided development and launch of 27 new & improved products - including a full line of new water softening and filtration products - in record 7 months for a newly licensed major brand that increased revenues & earnings by 15%. Defined and implemented product line management methods and tools. Applied 80/20 methodologies to identify and eliminate/obsolete 245 finished goods and component parts; identified and implemented product material and certification opportunities that delivered $700K in annualized product cost savings.

Pentair Tool Group - Porter Cable / Delta (now part of Stanley Black & Decker) Boosted sales of my combined product lines by 12% and accounted for fully half - 24 of 48 - new product launches for the Porter-Cable and Delta Woodworking Tools brands in 2002. Rapidly assessed our product features and performance against the competition. Defined the needed offering, rallied engineering & operations through development, and successfully launched a family of five professional cordless drill/driver kits in 11 months. Tripled profits over the previous generation of cordless products and increased sales by over 20%. Rigorously managed product costs during development of next generation corded electric drills, drywall drivers and shears and achieved a 25% reduction in product cost. Developed 3-year product line and business strategy plans including market and channel analyses, profit and margin analyses, SWOT analysis, competitive analysis, and strategy deployment plan for each product line.

Pentair Tool Group - Century Manufacturing (now part of Clore Automotive) Energized the Century Mfg. engineering team and integrated it with the Lincoln Automotive engineering team to form a strong, cohesive engineering organization of 6 managers and 32 technical/engineering staff. Participated with leadership team to develop enterprise-wide plan to right-size the business and return it to profitability. Eliminated 25 engineering/technical positions (~$1.8M) through three reduction in workforce actions, suspended several 2000 development programs to avoid $400K in NPD spend, and implemented $350K in product cost reductions. Successfully introduced three new products (including re-design and upgrade of a divisional cornerstone product) to demonstrate the division's restored vitality, and helped position the division for sale through presentations to prospective buyers.

Pentair Tool Group – Lincoln Automotive (now part of Hein-Werner Automotive) Opened and staffed a new engineering office in Bloomington, MN to pick up all engineering activity from a shuttered acquisition in Jonesboro, AR. None of the Jonesboro engineering team relocated to Bloomington so recruited and hired an 11-person engineering team from scratch. Introduced and implemented stage gate new product development process that immediately became the standard for both Lincoln Automotive and Century Manufacturing.

 Energized an experienced but underperforming group of 18 engineers, designers, and technicians. Reorganized, developed, and coached this team to successful development and release 63 new products – more than doubled the group’s prior annual productivity. Taught project management skills that helped reduce NPD cycle time and improve cost and schedule performance.  Justified and oversaw the development and execution of a capital plan that tripled our life testing capacity to enable us to quickly obtain statistically significant quantities of test data and shorten development time. Cut weeks/months from development cycle time.

 Promoted to lead and develop a young new product development group of 10 engineers, designers, and technicians.  Removed distractions, established accountability, and set clear expectations that dramatically improved productivity. Successfully developed and launched a new heavy duty air operated rotary agitator, a two-component epoxy coating application package, a high pressure (5000 psi) fluid regulator, and surge suppressor.

• Managed new product development projects - air operated reciprocating positive displacement pump rigs. Precision bored and threaded cylinders, machined stainless steel castings, protective and wear resistant coatings, seals & glands, rig carts.• Managed the successful completion of the largest and most critical product development program (many years in development) in Graco's history to that point. Organized and managed a cross functional team to finalize design and release drawings for the family of new pumps, prepared detailed competitive product performance comparisons, conducted lab & global field testing, resolved pilot production issues, ramped up production, and launched the products all in 12 months. Completed on schedule and cost target as established when I took over of the program.

 Developed a continuous manufacturing process/line for a new Big G breakfast cereal.  Developed a new supplier and supplier-site equipment - cutters, vibratory sifting/sizing, conveyors, preservative application system (tanks, transfer pump, metering gear pump, agitators), super sack bagging station - to provide very specific size and quality sunflower seed chips for this new cereal. Developed novel sunflower chip continuous application and adhesion process and equipment.

 Collaborated with machine designers in the conceptualization, design, and test of specialized, proprietary washdown/sanitary food processing machines. Created specifications for, quoted, and installed new capital equipment. Designed flaking and sheeting rolls, formers/shapers, continuous sheet printer, automated sheet steering, and extrusion die cleaners. Accountable for all aspects of the machine - structural, electrical, controls, sensors, motors, belt & gear drives, guarding, coatings, sanitary, serviceability, safety, operating & maintenance instructions, etc.

 Researched, defined, and coordinated engine structural test plans and organized them into one of four technical volumes of the F120 engine proposal and delivered to the USAF in Dayton, OH. Recognized with two GE Engineering Achievement Awards.

 Responsible for defining, scheduling, and assigning work packages, and conducting annual performance appraisals for a team of eight engineers. Provided technical expertise and advice on all aft fuselage structural design and system integration inquiries. Assessed all aircraft change requests from the customer, determined the impact to the aft fuselage structure and prepared the written design descriptions (SOW), work estimates, and hours forecasts for inclusion in the change proposals. Prepared and presented design status and progress review presentations to USAF and customers from foreign nations.

 Designed primary airframe structure for new production block 40 & 50 F-16 aircraft. Billet and forged aluminum; stainless, titanium and aluminum sheet. Bulkheads, sealed skins, removable panels, engine mounts, fasteners. Collaborated with systems design groups to ensure trouble free integration into the airframe, manufacturing, and assembly. Coordinated five engineers in the on-time design of the aft fuselage module for the Block 40 durability test aircraft.