1. MANAGER, SPECIAL PROJECTS Oct 2012 – Present
 Implement and support web based software application
o School Bus Fleet management company
o Distribution centers of a large retail clothing chain
o Provider of spacecraft launch services
 Develop web based software application to replace excel based shop floor planning tools on consulting
projects
 Standardize the excel based tools used on consulting projects
PROJECT MANAGER PROJECTS Nov 2006 – Oct 2012
 LeadingFBO and MRO provider at Major Airportsin the US and Canada
o Mandate –Developastandardizedcustomerservice processforFBO(FixedBase
Operator) locationsalongwithamethodologyformeasuringthe resultsof thisprocess.
Developaprocessforimprovingefficiencyof the MRO (Maintenance,Repair&
Overhaul) locations.
o Numberof Projects – 2 projectsat 40+ locations
o Project Size - $1.2 Millionaverage size
o Numberof consultants – 6 – 8 associates
o Length – 5 monthstotal
o Results– $1,000,000 savingsannualizedinfuel upsell and$1.7 millionannualized in
MRO efficienciesonthe firstprojectsecondisstill inprocess.
o Successes– During the initial projectthatincluded11sitesa customerservice process
was createdthatthe clientsaw asthe model forall theirsites.Thisledtothe second
projectwhichfocusedoninstallingthisprocessinthe additional 30sitesincludingtheir
sitesinCanada.Betweenthe 1st
and 2nd
projectthe companywassoldby the PE firm
that ownedthemtoanotherPE firmand the buyingfirmsaw the value ininstallingthe
processinthe restof the locationsandgave the go aheadon the secondprojectas soon
as the sale was complete.
 NuclearPower Plant Maintenance and EngineeringOrganizations
o Mandate - Develop processes forimprovingMaintenanceefficiencyatNuclearpower
plants. Developprocessforimprovingengineeringefficiencieson1 of the 6 projects.
o Numberof Projects – 6 Projectsat 7 differentnuclearpowerplants
o Project Size - $1 Million - $3.8 Million
o Numberof consultants – 4 – 13 associates
o Length – 34 monthstotal
o Results– Overall savingsof $11.4 Millionforall 6 projects.Average annualizedsavings
of $6.1 Million.Annualizedreturnoninvestmentof 2.8:1.
o Successes– Initial projectin2007 has resultedinprojectsinover25% of the nuclear
powerplantsinthe US. Developedprocessesthatfocusedonimprovedscheduling,
schedulingmetricsandpre planningwork,these were all areasthatDBA didn’t
specialize induring projectsandhasledto workinothersectorsthat needimproved
schedulingprocessesdeveloped.
 Major aircraft manufacturing and assemblyplant
o Mandate – Work withmiddle managersandfrontline supervisorstoimprove
efficienciestobringa projectthatwas behindschedule backonschedule.The focuswas
on improvedqualitytoeliminate reworkandimprovedproductivitythroughhaving
parts and toolsavailable whenneeded.
o Numberof Projects – 1 Project
o Project Size – $1.4 Millions

2. o Numberof consultants - 5
o Length – I was on the projectfor10 weeksthe projectlengthwas24weeks
o Results– Overthe first2 monthsof the projectthere was a 15% reductioninquality
issues,thiswasa resultof developingaqualitytrainingprogramandcoaching
supervisors totake all theiremployeesthroughthe programandthenfollow-updailyvia
a checklistthatlookedforindicatorsof poorquality.Thisreductioninqualityissues
relatedtoa 10%+ improvementinperformance onthe assemblylines.
o Successes– Through coachingon the importance of proactive vs.reactive management
of the productionschedulethe managersstartedlookingacouple shiftsaheadtosee
whatissuesmayarise duringtheirdailymeeting.Priortothe projecttheywouldonly
discussissuesthat hadcome up on priorshiftand whatneededdone toresolve these.
 Department of defense agencyresponsible foracquisitionandupkeepof the US Navy’s ships
o Mandate –Developmentof aprojectplanalongwithassistance inexecutingthatplanto
helpconvert5000+ employeesfromNSPSpayssystemtoGL paysystem.Develop
metricsto measure scheduleperformance of a6,500 & 25,000 seatERP
implementation. Adviseprogramandprojectmanagersonhow to manage schedule and
reporton progressof both ERP implementations.
o Numberof projects – 3 projects
o Project Size - $6 Millionforall three projects
o Numberof consultants – 8 -13 associates
o Length – 11 months
o Results– NSPSconversiontookplace bygovernmentmandatedtimelinewithlessthan
1% of the employeeshavingconversionissues(Goal waslessthan5%).Original ERP
implementationwentlive 19days early(firstDODof defense agencytogolive early).
Secondimplementationwentlive ontime.
o Successes– Metrics reportdevelopedtoshow progressof ERPimplementationwas
presentedtoSrofficialsatthe Pentagonandalleviatedconcernsthatthe programwas
off schedule.Successonoriginal implementationledtoadvisoryroll beinga
requirementof the secondimplementation.
 MilitaryArmored Vehicle providerto the US military locatedin South Africa
o Mandate – Take productionline fromproducing1vehicle adayto 6 vehiclesadayto
meetthe completiondate fora305 vehicle orderforthe US Marines. The line was1
monthbehindschedulewhenthe projectstarted.
o Numberof Projects – 1 Project
o Project Size - $1 Million
o Numberof consultants – 6 Associates
o Length – 7 Months
o Results– Within4 monthsthe productionline wasproducing7vehiclesaday.Met
productiongoal of all 305 vehiclescompletedbyoriginal deadline(thiswasoriginally
not thoughtto be possible).Tookman-hoursneededtoproduce 1 vehicle from1,153 to
427. Labor savingswas$2.2 Millionannualized.
o Successes– Afteridentifyingthe needtolevel loadthatstationsof the assemblyline
managementusedengineeringresourcestodotime studiesonall stepsof the
manufacturingprocess.Theyusedthisinfotolevelloadthe productionline which
enabledall stations tomove everyhour.A visual schedule boardwascreatedthat
showedthe statusof everystationandthe numberof vehiclesaheadorbehindthat
stationwas.Thiswas updatedevery4hours andsupervisorsheldtheirdailyshift
meetingsatthisboardso all employeesknew where theystoodtothe production

3. schedule.Wheninitial orderof vehicleswasfinishedthe supervisorstaughttheir
counterpartsat a parts manufacturingplanttheyownedtheirnew management
process,theyusedthe projectteamas mentorsinaccomplishingthis.
 AluminumTrailer Manufacturing
o Mandate – Create a projectmanagementprocessforidentifyingandexecuting
improvementprojectsat2 aluminumtrailermanufacturingplants. Coachmanagement
howto developprojectplansandexecutethose planstohelpreduce scrap,increase the
numberof vendorsthatcarriedtheirproducts,and reduce purchasingcostsandother
processimprovementrelatedprojects.
o Numberof Projects – 1 projectin2 locations
o Project Size - $735 Thousand
o Numberof consultants – 3 Associates
o Length – 6 Months
o Results– Annualizedsavingsof $7.2 Million. 47Improvementplansdevelopedand
executed.56quickwinactionstaken.
o Successes– This wasa unique projectforDB&A inthat it didn’tfocusonefficiency
improvementsorperformance improvements.All the improvementsidentifiedwere
focusedoncost reductionthroughscrapand purchasingpricesandincreasedsales.This
projectshowedthatvalue couldbe providedtoaclientwithoutreducingresource hours
or increasingproduction.
CONSULTANT PROJECTS Jan 2004 – Nov 2006
 Pharmaceutical
o 4 projectswithlocationsinthe US,Canada andthe Netherlands
o Developedlinesschedulestoconverthighlevelmasterschedulesintohourbyhour
productionlevel schedules
o Coached supervisorsandmanagersonschedulingconceptstomake themmore
proactive inidentifyingissueswiththe productionschedules.
 Department of Defense agencyresponsible foracquisitionand upkeepofthe US Navy’sships
o Implementedaprocesstostreamline the contractingdepartmentforthe buildingof
Submarines
o Developastrategyforthe dispositioningof $26 Millioninexcessinventory(The carrying
cost for thisinventorywas>10% peryear)
 Major Automotive Tier 1 supplier
o 2 projects:1 ina part manufacturingplantand1 to streamline the supplychain of 12
plants.
o Line balanced14 lineswhichresultedinthe redundancyof 30+ positions
o Developedprocessflowsforeachline toshow bottlenecksandline capacities.
o Helpedcoachsupervisorson SMED process,Kanbansystems,TMPand 5S.
o Implementeda3PL (3rd
Party Logistics) providerprocessthatreplacedthe legacy
logisticsprovidersfor12 plants.