•Manage and develop Edwards’ Value Engineering cost-savings program in Carrier's commercial fire business.
•Lead a team that built transparent tracking of Value Management, and a cloud dashboard.
•Deliver improved financial contributions and new VE projects and a monthly presentation to directors.
•Coordinate international TOW (Transfer-Of-Work) projects as an engineering point of contact.
•Lead Root Cause Analysis and solved manufacturing issues with global manufacturing teams (USA, Canada, Mexico, China).
•Create next step plans, ECNs, and TDAs for Design Engineering, Manufacturing, Quality & Sourcing teams.
•Oversee identifying, testing, and approving alternate sources for components experiencing supply allocation issues.
•Review prototyping, testing, and releasing PCB/PCBAs and components (using PLMs) to production working with multidisciplinary teams.

-Managed NPD and EOL projects with an international team of ~60 engineers/developers.
-Overseen Hardware, Firmware, Mechanical, Test jigs (ICT/FCT), and Certification compliance (EN, CE, FCC, UL, IP, ISO 9001).
-Introduced and launched new technology planforms (Ingenic SOCs, Espressif modules, Raspberry Pi) resulting in category growth and quicker time to market.
-Participated and voted in design reviews, product improvement cycles, and coordinated with global suppliers.
-Served as the engineering communication lead with distributors and strategic partners worldwide.

-Lead a team that created the company’s first battery-operated water detector using a wireless protocol (WD-1).
-Responsible for End-Of-Life projects, revisions to existing products or complete re-designs, due to ending life cycles.

-Part of the team who created a new cloud platform for the company’s app, including design and implementation.
-Planned transition of alarm system app from a self-hosted service to a cloud (Saas) solution.
-Implemented IT-related improvements including a ticketing system and software license compliance.

-Overseen the U.S. location of Paradox, managing a budget and overseeing $2MM in annual revenues.
-Reevaluated branch expenses resulting a 68% reduction in U.S. site's non-salary operating costs.
-Negotiated the company's health insurance cutting costs to members/company by 31%/51% while maintaining benefits.
-Switched payroll platforms, cutting payroll processing expenses by 90% and payroll costs by 4%.

-Deliverables included: optimized part picking routes with 20-25% time reduction for several routes, and a simulation.
-Assembly station analysis focused on optimization of cycle-time, parts, kits for D3, D4, D5 and 300, 301, 302, 303 models.