• Provided executive oversight for global manufacturing and service teams, managing direct reports and additional resources across multiple sites. Proven track record of effectively managing project teams and workstreams to drive organizational objectives.
• Interacted directly with factory executives and senior leadership teams, providing support, coaching, and training. My roles at Raytheon Technologies, Lockheed Martin Aeronautics, and Owens Corning involved partnering with clients to facilitate continuous improvement projects, manage change, and address complex business challenges.
• Led various projects focused on process improvement, cost reduction, and operational efficiency. Conducted cost benefit analyses, implemented dashboards with key performance indicators, and developed activity-based process documentation models to standardize operations and reduce cost. Led junior team members on charter creation and project implementation.
• Implemented Lean Six Sigma training (Whit

Airborne System manufacturing locations.
• Direct Reports included Green & Black Belts (total 10) across three manufacturing sites.
• Accomplished business goals by partnering with factory executives. Facilitated continuous improvement projects that were large in scope and solutions to complex business problems.
• Interacted directly with the highest levels of factory leadership including Senior Leadership team members through coaching/mentoring, training, Kaizen rapid improvement events, and other Lean Six Sigma higher level tools to lead factory recovery and transformation efforts.
• Improved the way Supply Chain manages their suppliers by leveraging Business Intelligence to drive performance and productivity improvements. Created standard work for Material Program Managers which increased supplier oversight by 90% (baseline 10% suppliers managed now 100% suppliers managed).
• Developed, marketed, and implemented an activity-based process documentation model which standardized t

• Subject Matter Expert on Lean Six Sigma (LSS). Partnered with leadership teams for the proliferation of LSS strategies across business.
• Conducted Champion training that improved the knowledge of leaders' use of Lean Six Sigma tools, support projects, and become an effective change agent.
• Led 30+ complex enterprise level events (Cost Benefit analysis, Single Minute Exchange of Die (SMED), Visual Workplace Organization, Pull Systems, 5S, Failure Mode and Effect Analysis (FMEA), Kaizens, Value Stream Mapping, Workplace Organization, Supplier Improvements, and Line Balancing, Dashboards)
• Created regular communication sessions and coordinated simultaneously across disparate organizations and disciplines with owners, tasks, and deliverables from different teams including executives on the transformation, escalations, and support required.
• Led a cross functional team to gather data and present Cost Benefit Analysis package which provides baseline to offload over $8 Million of ma

• Subject Matter Expert on Lean Six Sigma (LSS). Partnered with leadership teams for the proliferation of LSS strategies across business.
• Corporate leader of Operational Excellence responsible for LSS deployment across six manufacturing facilities located in North & South America, Europe, and Asia Pacific.
• Created the necessary infrastructure to support LSS proliferation. Responsible for project selection, mentoring/coaching, project reviews, certification process, training, project cost tracking, employee engagement, and the development of short- and long-term Operational Excellence goals.
• Direct reports included 30 Green Belts and 10 Black Belts responsible for process improvement projects related to site revenue generation.
• Manage Six Sigma (DMAIC) and basic problem solving (PDCA/8D) classes for Green and Black belts throughout the organization.
• Managed Kaizen workshops for specific tool implementation (i.e., VSM, FMEA, 6S/Lean Waste, and Theory of Constraints)
• Man

• Sole Original Equipment (OE) and aftermarket contact for new program development/launch activities. Coordinated activities related to new product development and launch (from bid/proposals to preparation of all departments to production hand-off). Managed program technical, schedule, and cost risks throughout the product life cycle.
• Product Line leader for disc brake manufacturing lines (Chrysler minivan and General Motors police car). Direct reports (39) included three technical resources per shift and ten operators per shift (3 shift manufacturing operations).
• Implemented SPC and Control plans for Disc & Drum brake production lines.
• Manufacturing process included friction material compounding, pressing, degassing, slitting, and grinding.
• Successfully completed black belt projects and awarded "Best Business Result" award.