Led Corporate Quality Operations for a $20B company with 50,000 employees and 4 key business segmentsResponsibilities included: QMS, regulatory compliance, customer quality, quality culture, talent development, Quality IT systems, new product development/advanced product quality (bid quality, AS9145: APQP/PPAP, AS9102: FAIR), production quality (ZDP, defect prevention (FMEA, mistake proofing, etc.) advanced problem solving, operational excellence), quality performance management, industry engagement (AIA QAC, DCMA JSQC). - Total Quality Management: Acting interim VP of Quality during Aerojet Rocketdyne integration (led QMS and Executive Quality Councils)- Culture & Transformation: Created and deployed "Quality Matters to the Mission" leading to business leader(s) ownership of quality and customer performance (SQDC)- QMS Compliance: Oversaw QMS resulting in 97% ISO 9001, AS9100 certified sites (100% compliant); ~75% less major quality CARs (DCMA Level 2), 100% less NQA 3rd party majors (12 to zero), customer audits (ie MDA) w/ 100% closure effectiveness, standard quality processes (3 to 20+), created AS9100 compliant Quality Policy, significant improve in Sustainalytics QMS score (25 to 90+%)- Zero Defect Focus: Executed Zero Defect Plan (ZDP) at 20+ sites w/ $50M+ savings- Advanced Quality: Sponsored APQP leadership team, tools deployment (AS9145, IAQG compliant), training deployment (DFMEA, PFMEA, PFD, FAI), and monthly pilot program performance reviews- Performance: Customer escapes (-26%), COPQ (-11%), Supplier DPPM (967 to ~920)- Operational and Process Excellence: As Op Ex Framework Quality Pillar Owner created 150 standard activities, 20+ standard works, 20+ training modules across 3 levels (5 phases each) at 4 key revenue pilot sites (billion dollar businesses).- Quality IT Systems: Synergized from 20+ systems to 4 (TipWeb/QA SAP, ETQ, Agile PDM)- Executive presentations: Board of Directors, Ops Leadership, Operational Reviews, etc.

- Leads Company Quality Management System (QMS)- Customer Engagement: Performance reporting for Federal Government - CPARS and DCMA CARs, non Government - Lockheed, Boeing- Operational Excellence: Aligned Quality System Pillar for the Operational Excellence Framework- Industry Leadership: Member of the Aerospace Industries Association (AIA) Joint Strategic Quality Council (JSQC)- Quality Leadership: L3Harris Quality Council and Quality Leadership team

•Reports to the Vice President of Business Operations•Executive Quality Leader for a $5.6 Billion Segment providing Naval, Ground, Air, and Space electronic and electromechanical products, services to the US military, allies•Total Quality Management: Led organization of 700+ employees across 50+ domestic, international sites w/ six Director reports: Business Sectors (4), Supplier Quality, Quality Process Excellence• Strategy deployment, talent development: Defined and executed a data driven strategy focused on structural alignment, customer mission success, employee skills enhancement, talent mentorship and development, operational execution, supply chain synergy, standardization of Quality processes, tools, and systems (TipWeb) including Zero Defect Planning (ZDP) for supplier and production performance improvement, software/electronics quality•ZDP: Implemented data driven methodology w/ standards across 20+ sites, 20+ suppliers• Organizational design and development: Deployed Integrated org structure including a standalone Supplier Quality org balancing strategic Supplier Development and compliance with tactical Supplier Quality execution•Performance Management: improved customer escapes (~25%), COPQ (20%), FPY (25%), Supplier DPPM (~50%) and introduced key internal defect metrics: Production DPPM, Defects per thousand hours (MROs), open aged PCs, and rolled throughout yield•Advanced Quality: Deployed AS9145 compliant APQP/PPAP (w/ FAI) tools, hands on training, standard work•Customer Focus: Created a Segment Quality Corrective Action Board (CAB) w/ weekly Reviews (Sites, suppliers), standard work, and defined RCCA/8D tools to prevent customer escapes.• Performance Management: Created an automated PowerBI based Quality KPI dashboard•Pioneered and led the inaugural IMS Quality Leadership Team, key member of the L3Harris Quality CouncilAnnual Planning: Set the Quality strategic goals and operational plans/budget

• Reports to the Senior Quality Director – Boeing Programs• Works directly with 787 Program Quality Focals across six Collins Business Units to deliver flawless quality delivering electronic and electromechanical products• Oversaw 57% Improvement in 787 Quality performance and Silver rating (99.88%)• Managed and led Boeing Zero Defect Plan (ZDP) resulting in 11k+ total actions, 90% complete• Led collaborative Fault not Found (FNF) Project with Boeing resulting in over 50% rate improve• Oversaw 787 <90 Day in service airline removal effort including ZDP for 53 of 57 removal drivers• Led PPAP activities on the Boeing 787-10 development program and oversaw 787 -8/-9 Passport Quality activities• Regularly prepares and presents Executive Level Presentations for internal and external reviews

• Dual reporting to the Global VP of Subsea Quality & Global VP Subsea Components Business Unit• 7 Direct reports (6 – Global Product Quality Leads, 1 Malaysia Site Quality Manager)• Responsible for Global Quality across Valves, Actuators, Chokes, Engineered Pipe & Fittings, Thermal Insulation, Connection Systems, and Hydraulic Tubing Product Lines• Created Operational Excellence Program focused on improved OTD and Zero Defects • Created GEM (Going the Extra Mile) Employee recognition program• Performed regular PQRs (Product Quality Reviews) with Leadership• Consolidated and standardized Inspection and Test Plans across all Product Groups• Supported the development of training curriculum for all Product Quality Leads

• Reported to the Global VP of Subsea Quality of $5.3 Billion revenue Oil and Gas business• 3 Direct Reports (2 – Global Quality Managers, 1 Consultant), led Global Product Quality Network• Managed indirect matrixed team of 22 Quality Leaders, 900+ Quality employees across Houston, Canada, Scotland, Norway, Russia, Brazil, Singapore, Malaysia, and Australia• Created and implemented Subsea Quality alignment strategy focused on: - Aligned zero defect Quality processes in a centralized QMS - Center led Organizational Quality structure with Regionally shared resources - Globally Aligned Quality Job family/levels (descriptions and training plans)• Chartered inaugural Subsea Quality Leadership Team and compiled Annual Quality Budget• Led global RASCI value chain mapping session to align roles/responsibilities and job descriptions• Oversaw $50M in reduced COPQ and 20 day reduction in QN resolution cycle time• Realized 70% improvement in Supplier/FMC document defects and $9MM cost savings through Supplier ATS (Authorization To Ship) Initiative• Interfaced with Oil and Gas Clients (Exxon, Shell, BP, etc.) to develop Quality Improvement Plans• Supported implementation of Global Certified Operator Program (dimensional, documentation)• Standardized Product Inspection and Test Plans to reduce Customer Source Inspection

• Reported to the Senior Executive of Global Manufacturing Operations• Managed Indirect matrixed team of 16 Quality Leaders across the U.S (Houston, Oklahoma City, Ohio), Mexico, Brazil, Canada, United Kingdom, Saudi Arabia, Venezuela, and Asia-Pacific (Malaysia, Shanghai, and Singapore)• Created ISO/API compliant Global Manufacturing Quality Assurance Program (QMS, Auditing, etc.)o Program resulted in gains in all major QA categories to include a 75% reduction in Overdue findings/verifications and a 93% First Past Yield (effectiveness) of closed actions• Conducted Monthly QA Ops Excellence and Quarterly Senior Executive Quality Reviews • Created Global Standards/Processes for: Control of Nonconforming Product, Traceability, Calibration (introduced Global Calibration Management System – Gage Insite)• Led Global Special Process Workshop (Welding, NDE, and Heat Treat)

• Reported to the Gas Turbine Main Assembly Operations Manager/Director• Managed Global Supply Chain of 40 Vendors, coordinated w/ Internal Sub Assembly Buyers/Planners. • Oversaw $14M in Annual Spend with 95% OTD and $300k reduction in Inactive/Obsolete Inventory • Supported on time delivery of 52 Gas Turbines, 76 spare lines, and over 200MM in annual sales• Negotiated over 20% annual cost reduction across various commodities and kits• Realized 10% Annual Direct Material Savings, cycle reductions through cross functional (Engineering, ME, QE, Planning) effort resulting in simplified Gas Turbine Combustion system Bill of Material

• Reported to the Airfoils Operations Manager/Director• Created a Strategic Quality Program (first in 20+ years) that focused on:o Customer Success through Zero Escapeso ISO9001 Compliance (realized zero Minor/Major audit findings)o Deploying a “Stop the Line” defect prevention cultureo Hidden Factor Defect Elimination and improved Visual Standardso Employee Training and Competency• Achieved 20% reduction in defects and 50% in Scrap and Rework• Performed Monthly Quality Reviews across all 3 shifts • Executed new Product/Process Qualifications, developed Manufacturing Process/Product Quality Plans• Operated as Gas Turbine Rotor/Stator Airfoils Quality SME. • Supported > $500k in material/labor savings, On time product shipment, $300M in confirmed contracts

• Reported to the Gas Turbine Rotor Component Machining (July 2006 – January 2008) Shop Operations Manager (Cell Leader)• 40+ Direct Reports (Shift Coordinator/Foreman, Machinist, Final Inspectors, etc.) • Oversaw completion of >60 employee led shop projects (Safety, Quality, Delivery, Cost related)

• Reported to the Wind Turbine Assembly Shop Operations Managers/Directors• 40+ Direct Reports (Shift Coordinator/Foreman, Assembler, etc.) • Assumed Operations Manager role during integration of Wind Turbine business to Greenville from Pensacola, Florida• Oversaw completion of >60 employee led shop projects (Safety, Quality, Delivery, Cost related)• Trained as Area Safety Observer, oversaw 0 OSHA recordable w/ zero lost time incidents