Advanced Technology Services (ATS) is a leading supplier of outsourced factory maintenance/MRO solutions and industrial component repair for top Fortune 500 companies. The Project Manager role works collaboratively with the reliability engineering team to lead projects focused on driving forward the reliability strategy for factory maintenance operations. • Aligned internal business process improvement system (FMS Operating System) to reliability strategy• Supported the development and rollout of enterprise-wide solution focused on improving asset performance during seasonal changes

Managed the development and implementation of internal business process improvement system across 70+ sites to increase productivity, streamline workflows, and adapt to changing business needs. • Built 100+ best practice tools and templates aligned to lean methodologies as well as 50+ training and development short videos• Coached site operational leaders on use of tools and interpretation of criteria• Implemented a quality assessment process to validate three levels of site maturity (bronze, silver, and gold) on the four key management systems (Safety, People, Process, and Reliability)• Partnered with functional SMEs to ensure engagement and alignment to embed operating system best practices• Traveled to multiple sites to provide onsite guidance and facilitate maturity assessments

Multi-site responsibility in implementing a standardized and disciplined approach in how the organization executes work through Work Execution Management (WEM). Through leadership combined with developing standardized work processes, accountability measures, and reconfiguration of CMMS, successfully influenced organizational change.• Attained organization wide increase in Planned Work and PM/PdM%o 11.5% increase in Planned Work o 7.4% increase in PM/PdM% • Successfully completed a two-month assignment at an underperforming site to focus on improving their preventative maintenance which resulted in the highest PM Completion (98.2%) and Equipment Availability (99.3%) within the prior 12 months• Designed WEM and CMMS learning materials then facilitated usage with end users to ensure seamless change management • Successfully planned and coordinated, both internal personnel and outside contractors, on multiple capital expenditures completed during production shutdowns that had total costs exceeding $750,000

As an Operations Manager, I managed a team of 20-25 Operations Specialists that directly oversaw updates in the asset and maintenance contract database for all of Johnson Controls HVAC and Building System operations in North America. I helped develop and implement new operational process and procedures to increase data integrity within the client’s system. In addition to managing day-to-day operations, I promoted an environment of continuous professional and personal development to my team by actively communicating through an open door policy and regularly scheduled team/1:1 meetings to gauge morale and performance.• Managed the implementation of an Enterprise Resource Planning (ERP) system to my team to boost an error-free operation that decreased our daily transaction error rate from 10-20% to less than 5%• Chosen by upper management to be a member of the team that conducted company-wide training sessions on operational best practices