Matt D. Turner is an operational excellence leader based in Hamden, CT with over 15 years of experience implementing lean methodology to drive operational improvements. He has held roles at Lockheed Martin, Travelers Insurance, General Electric, and United Technologies leading projects that reduced costs and lead times, improved quality and efficiencies. His expertise includes Six Sigma, lean, project management, process improvement, and strategic planning.

1. Matt D. Turner
Hamden, CT 06514
(203) 444 – 8205
Matt.Turner34@yahoo.com
https://www.linkedin.com/in/matt-d-turner
Strategic Operational & Process Excellence Leader:
Improve operational effectivity | Implementing sustainable business practices | Exceeding metric targets
Collaborative problem solving business leader and passionate practitioner of lean methodology. Using lean
methodology and project management principles to drive operational improvement throughout a P&L. Adept in
leading large scale projects in complex, cross functional work environments. Identifying root causes to drive business
decisions and solutions, optimizing quality, cost and timeliness to the organization.
Expertise In
 6 Sigma Master Black Belt
 ACE/Lean Practitioner
 Project Management
 Value Stream Mapping
 Kaizen Leader
 Strategic Planning
 Facilitator
 Coaching & Mentoring
 Root Cause Analysis
 Analytical Thinking
 Profit & Loss Mgmt.
 Metric Alignment
Work Experience:
2014 – 2016 Lockheed Martin | Sikorsky Aircraft - Shelton, CT
Operational Excellence Business Manager
 Developed capabilities and managed the implementation of $3 million customer center
 Led Kaizen events improving aftermarket on time delivery by 3-5% month over month
 Reduced contracting process by 40%, increasing hit rate by 10%
 Managed a team of 6 lean associates responsible for 2000-person commercial business and all
improvement initiatives and the continuous improvement program. This team was also
responsible for meeting the lean training objectives.
2011 – 2014 Travelers Insurance | Business Insurance Operations – Hartford, CT
Sr. Director of Strategic Initiatives & Process Excellence
 Defined future state strategy for work initiation process, identifying 60% lead time reduction, 50%
quality improvement, 45% First Pass Yield improvement and reduced process variation by 80%
 Developed business framework to manage, review and strategize initiatives from international
back office support businesses
 Developed manager scorecards and metrics to monitor business performance improving efficiency
by 20%
 Led field office alignment project, maintaining work volumes with a 25% staff reduction.
 Defined financial investment recommendations for business insurance operations
2010 – 2011 General Electric | Asset Management – Stamford, CT
Director of Quality - Master Black Belt 6 Sigma
 DMAIC Lead for company improvement strategy
 Fixed income platform restructure lead, responsible for data feed structure, improving turnaround
time by 30%
 Managed $5 million research system implementation reducing investigation time 40% and
improving efficiency and investment decision making

2.  Trained DMAIC approach to quality leads and departmental employees, while advising and
coaching green belt projects
 Built organizational "Value Streams," identifying business synergies and creating a systemic
improvement strategy to increase assets under management by $20 billion
 Developing operational measures to drive business planning and resource alignment
2006 – 9/2010 United Technologies | Sikorsky Aircraft, Stratford, CT.
ACE/Lean Transformation Manager
 Led multiple 3P teams in restructuring commercial facility, reducing lead time 30% and improving
quality in process and reducing inspection time and cost by 20%
 Developed and managed largest back shop ($900 million) to ACE Silver certification (30% lead time
reduction, 20% reduction in quality issues, 15% increase in employee engagement scores while
increasing work scope
 Led development, production and implementation of electronic metric calculation and alignment
system (best in class)
 Formulated and manage improvement initiative and production plan for a 1200-person facility
 Facilitated SAP implementation project and all transition activities
 Led facility to a 60% reduction in lead time and $120k cost savings per aircraft
 Led multiple event teams 2009-2010 with results totaling lead-time reduction of 40%
 Kaizen event lead that identified $15 million in cost of poor business quality
 Trained and mentored organizational lean leads (Engineering, Business, Finance, and
Operations/Manufacturing)
 Coached and advised profit and loss centers towards improvement goals and company objectives
Education:
 Master Business Administration | M.B.A. | Global Management | University of Phoenix
 Bachelor of Science | B.S. | Sociology | Boston University