Colin Gallagher has over 17 years of experience in project management, operations, and process improvement in industries such as rail, energy, and manufacturing. He holds certifications in project management, lean six sigma, and technical skills. Gallagher has a proven track record of improving safety, quality, costs and productivity through leadership and process improvement initiatives.

1. Colin D. Gallagher
154 Buckingham Drive
Pittsburgh, Pennsylvania 15237
(412) 518-2136
C1Gallagher@hotmail.com
SUMMARY
Project Management, Operations and Process Improvement engineer with 17 years of commitment to Services roles.
Strong experience with Rail, Energy and supporting industries with a focus on rotating equipment, especially Diesel
Engines, Motors and Generators. My goal is to provide value to the customer by developing a deep understanding of
products and services. Proven strengths in project management, problem solving with quantitative and qualitative
methods of identifying process waste. I believe strongly in the value of building a team, and employing servant leadership
in order to foster a culture of continuous improvement to identify solutions to new challenges as they arise.
EDUCATION
Master of Business Administration, University of Pittsburgh, August 2008
Bachelor of Science, Mechanical Engineering, Clarkson University, May 1999
CERTIFICATIONS
Project Management Professional (PMP), Certificate number 1961028, Expiration; September 2019
GE Generator Specialist, March 2012
Lean Six Sigma Green Belt Instructor, GE DMAIC, July 2011
Six Sigma Black Belt, GE DMAIC, October 2003
PROFESSIONAL EXPERIENCE
Integrated Power Services, Regional Service Center Manager, Pittsburgh, PA. March 2014 – June 2016
Responsibilities:
 Manage a $5M Profit and Loss Center of repairs, field service and parts business. The facility services large industrial
electric motors and rotating equipment for the metals, mining, transportation, power generation, oil and gas, and other
heavy industries.
 Lead staff of 5 salaried and 17 hourly direct reports including mechanics, machinists, winders and welders, within a
70,000sq-ft service center capable of the repair and rebuild upwards of 10,000HP motors and large rotating machinery.
 Manage a Team responsible for the execution of projects exceeding $750K including onsite removal, in-shop
disassembly, cleaning, inspection, quotation, parts procurement, repair/rebuild and reinstallation of machinery at
customer’s facility.
 Implementation of a metrics based operating system including daily review of the following core competencies with
all service center employees – Continuous Improvement, Safety, Quality, Delivery, Cost, Productivity, and Employee
Engagement.
Major Accomplishments:
 Increased duration between injuries from the average of 9-10 months in the last 5 years, to 18 months by improving
employee engagement and demonstrating a sincere commitment to employees and the safety program.
 Increased job profitability from 25.1% to 28.9% by implementing a more regimented job quoting process, increasing
the awareness of how jobs had been quoted, by publishing the man-hrs provided for each activity of scope, and then
empowering employees to manage their own teams.
 Executed the facility’s first wind generator repair after identifying and obtained the opportunity.
 Obtained Visibility to key operational and transactional process quality indicators such as quoting status and
cycle, revenue forecasting, legitimate on time delivery measurement, and accurate real time job cost management.
 Defined the criteria for rework, and implemented the system for tracking non-conformances, including specifying a root
cause identification process for all warranties, in effort to structure the beginnings of an ISO compliant quality system.
 Identified, justified, obtained and implemented $285K in funds for 9 capital improvement projects.
 Implemented upwards of 50 best practices leveraged from sister service locations.
GE Energy – Power, Parts & Repair Services, Generator Project Leader, Pittsburgh, PA. October 2011 – March 2014
Responsibilities:
 Provided Project Management and Technical Direction of repairs/rewinds ($100K – $2.5M each) of large steam and
gas turbine generator fields, including development of work scopes, quality plans, documentation, technical training.
 Served as Customer’s Primary Technical Contact for details of all generator repair and rewind projects, including
collaboration with engineering, and commercial teams to ensure effective communication.
 Promoted the Six Key Fulfillment Metrics of Maintaining and Improving - Safety, Quality, Delivery, Cost,
Productivity, and Employee Engagement among peer and hourly direct reports.

2. Colin Gallagher (412)-518-2136
 Managed Union Workforce (18 hourly direct reports) including training, certifications, and remote job assignments.
 Performed High and Low Voltage In-process and Diagnostic Electrical Testing on power generation components.
Major Accomplishments:
 Led Union Workforce to successful completion of 16 generator field rewinds and 24 inspection and repair projects.
 Recognition from the Sales Team for quickly troubleshooting and identifying of the root cause for a complex failure.
 Recognition from Customer Project Management Team for customer focus and leadership during forced outages.
 Managed the specification, procurement, installation, and commissioning of a $900K capital investment that enabled
24hrs of cycle time reduction for the critical path of rewind and repair projects.
GE Energy – Power, Parts & Repair Services, Lean Six Sigma Black Belt, Pittsburgh, PA. October 2009 – October 2011
Responsibilities:
 Managed Projects Contributing to Business Objectives of Defect Reduction, Cycle Time, and Cash Flow.
 Implemented Lean 6 approach to improving the generator repairs process at five domestic locations.
 Facilitated Lean 6 Action Work Outs with focuses on Quality Improvements, Cycle Time Reduction, and
Productivity/Cost Reduction.
 Conducted training and mentored Lean 6 Green Belt Projects, including identification and prioritization.
Major Accomplishments:
 Led the Implementation of an $840K Capital Project reducing the time of a 30 day cycle by 1 day resulting in cost
savings of $200K in 2012. This provided $50K additional revenue per job for reduced cycle time.
 Mentored Project Leaders in obtaining $1.4M savings through 68 6 projects, investing an additional $200K of capital.
GE Transportation – Rail, Locomotive Fleet Program Manager, Pittsburgh, PA. August 2003 – October 2009
Responsibilities:
 Managed the Performance of a Fleet of 1600 Locomotives including engineering fleets of AC & DC units.
 Communicated with Customer’s Management regarding the analysis of their locomotives’ reliability issues.
 Served as the Customer’s Advocate within GE for key locomotive reliability issues by providing customers objective
evidence for reliability problems, and lobbied internally for selective implementation of corrective actions.
 Ensured the Reliability of initial 15 engineering locomotives, including root cause and corrective action investigations.
Major Accomplishments:
 Enforced GE’s Intellectual Property Rights as customer sought to seek 3rd party sources for parts and repairs.
 Recognized by Leadership multiple times for External Focus and contributions to customer’s success.
 Special International Assignments (Egypt, India) to implement engine reliability improvement measures.
 Led extensive engine modification program of engineering test locomotives ($1.25M project).
 Managed fleet through an increase in size of 30% or 400 units maintaining the failures per locomotive year at 3.3.
 Built key relationships and credibility with customers by working through numerous reliability issues and modifications.
GE Transportation – Rail, Six Sigma Black Belt, Kansas City, MO. August 2001 – August 2003
Responsibilities:
 Obtained Black Belt Certification and Mentored Peer’s 6 Projects, for Green Belt certification.
 Managed projects contributing to business objectives of delivery time, cost and cash flow.
Major Accomplishments:
 Mentored 6 Certification Projects worth $280,000 and 25 days of cycle time.
 Mentored 10 Peers to Successful Completion of their 6 Green Belt Certification.
 Recognized for Team Leadership upon solving visibility to lowest BOM items, eliminating $250K of excess inventory.
 Recognized for Improvements to MRP that eliminated $250K of excess inventory in 6 months.
 Recognized for Mobilizing 100 Participants to support the GE Kansas City, Habitat for Humanity.
 Achieved $65,000 savings by obtaining better visibility to material due back from customer.
 Led the project team that reduced customer’s repair cycle by 14-21 days, creating an additional $100K of annual
revenue for the introductory product lines, and increased the rate of returned material by 40%.
COMMUNITY SERVICE ACTIVITIES
Greater Pittsburgh Literacy Council, 2008 – 2009, Rainbow Kitchen Community Services, 2010 – 2014
REFERENCES
Upon Request