E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
This document provides an overview of managing work teams. It discusses the importance of work teams, types of work teams, factors that determine team effectiveness, internal team processes, diagnosing and improving poor performance, and designing reward systems. The key points are that work teams can improve results, customer relations, innovation, development, and efficiency. Team effectiveness is determined by task completion, development, and stakeholder satisfaction at both the team and individual level. Internal team processes like development stages, feelings, behaviors, and norms also impact performance.
The document provides information about Shree Siddheshwari Metal Forging Pvt. Ltd., including their capabilities, processes, industries served, products, quality policy, team, facilities, and growth plans. Key details include their forging, heat treatment, machining, testing/inspection capabilities. They serve industries like auto, defense, oil and gas. Their products include gears, crankshafts, engine components. Their quality policy focuses on satisfying customers with quality products at competitive prices and on-time delivery.
'A is for Agile, the start of something good!'guest2ac4c91
The document provides an overview of Agile methodology. It defines Agile as an umbrella term for values, principles and practices that improve software delivery efficiency and quality. The key values of Agile include individuals and interactions, working software, customer collaboration, and responding to change. Agile practices involve iterative delivery, adaptive planning, stand-ups, and continuous feedback. Risk mitigation and early delivery of business value are important objectives that Agile aims to achieve.
Octo Consulting Group Corporate Capabilities Briefing Slide Sharefnelowet
Octo Consulting Group is an IT consulting firm that has been in business for over 10 years. It has over $100 million in annual revenue and primarily serves government clients, retaining over 90% of its clients. Octo provides services such as enterprise architecture, performance-based acquisition, enterprise portfolio management, and critical program management to clients such as various government agencies and commercial companies.
Man org session 6 and 7_org structure and strategy_13th july 2012vivek_shaw
This document discusses organization strategy and structure. It covers topics such as:
1. The key elements of strategy including competitive innovation, organization design, and building competencies.
2. The four levers of value creation including superior quality, cost leadership, innovation, and customer response.
3. Linking functional strategies like R&D, manufacturing, and sales to design choices around vertical differentiation and control systems.
4. Different business level strategies of cost leadership, differentiation, and focus and how they lead to different structural characteristics.
Mike Wangsmo is an executive IT leader with over 15 years of experience in technology delivery, infrastructure management, and people leadership. He has a track record of building efficient IT departments, overseeing budgets, and strategically aligning corporate technology with business goals. Mike holds degrees in management engineering and mathematics and is a licensed Professional Engineer with expertise in areas such as energy management, facility evaluation, and technical capabilities including electrical engineering, software engineering, and industrial engineering.
E3 Performance Group is a consulting firm that helps businesses improve efficiency and transform through team dynamics. They provide consulting services focused on business process reengineering, change management, project management, and developing key performance metrics for clients. Their approach involves working directly with frontline employees through structured improvement programs to identify, plan, implement and track the results of process improvement projects. They expect results like increased sales, reduced costs, improved productivity, engagement and accountability through their team-based continuous improvement methodology.
This document provides an overview of managing work teams. It discusses the importance of work teams, types of work teams, factors that determine team effectiveness, internal team processes, diagnosing and improving poor performance, and designing reward systems. The key points are that work teams can improve results, customer relations, innovation, development, and efficiency. Team effectiveness is determined by task completion, development, and stakeholder satisfaction at both the team and individual level. Internal team processes like development stages, feelings, behaviors, and norms also impact performance.
The document provides information about Shree Siddheshwari Metal Forging Pvt. Ltd., including their capabilities, processes, industries served, products, quality policy, team, facilities, and growth plans. Key details include their forging, heat treatment, machining, testing/inspection capabilities. They serve industries like auto, defense, oil and gas. Their products include gears, crankshafts, engine components. Their quality policy focuses on satisfying customers with quality products at competitive prices and on-time delivery.
'A is for Agile, the start of something good!'guest2ac4c91
The document provides an overview of Agile methodology. It defines Agile as an umbrella term for values, principles and practices that improve software delivery efficiency and quality. The key values of Agile include individuals and interactions, working software, customer collaboration, and responding to change. Agile practices involve iterative delivery, adaptive planning, stand-ups, and continuous feedback. Risk mitigation and early delivery of business value are important objectives that Agile aims to achieve.
Octo Consulting Group Corporate Capabilities Briefing Slide Sharefnelowet
Octo Consulting Group is an IT consulting firm that has been in business for over 10 years. It has over $100 million in annual revenue and primarily serves government clients, retaining over 90% of its clients. Octo provides services such as enterprise architecture, performance-based acquisition, enterprise portfolio management, and critical program management to clients such as various government agencies and commercial companies.
Man org session 6 and 7_org structure and strategy_13th july 2012vivek_shaw
This document discusses organization strategy and structure. It covers topics such as:
1. The key elements of strategy including competitive innovation, organization design, and building competencies.
2. The four levers of value creation including superior quality, cost leadership, innovation, and customer response.
3. Linking functional strategies like R&D, manufacturing, and sales to design choices around vertical differentiation and control systems.
4. Different business level strategies of cost leadership, differentiation, and focus and how they lead to different structural characteristics.
Mike Wangsmo is an executive IT leader with over 15 years of experience in technology delivery, infrastructure management, and people leadership. He has a track record of building efficient IT departments, overseeing budgets, and strategically aligning corporate technology with business goals. Mike holds degrees in management engineering and mathematics and is a licensed Professional Engineer with expertise in areas such as energy management, facility evaluation, and technical capabilities including electrical engineering, software engineering, and industrial engineering.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
Ogihara Corporation is a leading Japanese manufacturer of stamping dies for car bodies. They faced challenges of quickly estimating design hours and reducing costs by 30% or more. Using thinkdesign software, Ogihara reduced the time required to modify CAD models for stamping dies from 1-2 weeks to 8.5 hours, a 57% reduction. This allowed them to more accurately estimate design time, improve die precision from 7 adjustments to 1, and reduce manufacturing costs.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement elements within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning top leadership around delivering that vision.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
Agile Developers Create Their Own IdentityAjay Danait
The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.
Envisioning improving productivity and qaulity through better backlogs agi...Tatlock
This document summarizes a keynote presentation on improving productivity and quality through better product backlogs. The presentation discusses how problems with productivity, quality, and predictability often stem from issues with product backlogs, such as inconsistent story sizes and rework due to changing requirements. It advocates an approach called "Envisioning" to help plan requirements in a way that makes them more tangible, testable, and ensures the most important functionality is addressed. Large-scale adoption of Agile requires systemic organizational changes over 18-36 months, including establishing a common culture, vocabulary, and tools across distributed teams.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Smetan Engineering Company Presentation EnglishHSmetan
Herbert Smetan has over 25 years of experience as a managing director in the automotive industry. He has led global groups of up to 11 companies worldwide and has experience in corporate governance, turnarounds, plant closures, and greenfield investments. Smetan is an expert in aluminum casting technology, manufacturing systems, and marketing and sales. He offers his experience in areas such as consolidating footprints, continuous improvement projects, capital expenditures, new startups, restructurings, and divestments.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
This document provides an overview of agile principles and the Scrum framework. It discusses the history and development of agile methodologies from the 1970s to present day. Key topics covered include the Scrum roles of Product Owner, ScrumMaster, and Development Team, as well as Scrum events such as Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The document contrasts traditional plan-driven and agile approaches to software development.
Competency Based Pms Some Workshop Slides Chandramowly Copygueste6e6f5f
The document discusses competency-based performance management. It includes an agenda for competency-based HR dimensions that covers background, definition, types, application, modeling, mapping, linkage to performance management, and development and assessment. Models and best practices from companies like IBM and Unilever are presented. A competency is defined as an underlying characteristic that results in effective performance. The document discusses organizational, job, and individual competencies as well as behavioral, functional, role, and core competencies.
Competency Based Pms Some Workshop Slides Chandramowlygueste6e6f5f
The document discusses competency-based performance management. It includes an agenda for competency-based HR dimensions that covers background, definition, types, application, modeling, mapping, linkage to performance management, and development and assessment. Models and best practices from companies like IBM and Unilever are presented. A competency is defined as an underlying characteristic that results in effective performance. The document discusses organizational, job, and individual competencies as well as behavioral, functional, role, and core competencies.
Sandra Alessi is an instructional design consultant with extensive experience in analyzing learning needs, designing creative solutions, and ensuring learning transfer. Some of her accomplishments include redesigning technical training programs at Fidelity Investments to improve learning transfer and translating subject matter expertise into accessible materials. She advocates for meaningful, context-driven solutions and measurable results. Her approach integrates management support throughout the instructional design process to foster sustained learning transfer and track business impact.
The document outlines 10 steps for effectively chartering a project:
1) Charter the project in two stages - first by describing needed capabilities, then building requirements and analysis.
2) Identify all stakeholders and define their roles and responsibilities using a RACI matrix.
3) Brainstorm capabilities, not detailed requirements, using a tool like MindManager.
4) Define the mission in terms of observable changes to business processes and measurable value.
5) Put boundaries on the project scope by connecting it to needed capabilities before defining technical requirements.
6) Control non-value added changes by ensuring they increase delivered value.
7) Create a deliverables-based plan that pre-defines business value.
Ogihara Corporation is a leading Japanese manufacturer of stamping dies for car bodies. They faced challenges of quickly estimating design hours and reducing costs by 30% or more. Using thinkdesign software, Ogihara reduced the time required to modify CAD models for stamping dies from 1-2 weeks to 8.5 hours, a 57% reduction. This allowed them to more accurately estimate design time, improve die precision from 7 adjustments to 1, and reduce manufacturing costs.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
This document discusses Ajay Danait's focus on building organizational culture around agility rather than just following Agile practices. It describes his work in strategic agile solutions, software delivery through craftsmanship and maintenance, and helping organizations transform through agility assessments and team coaching. The document also addresses topics like overcoming geographical and psychological distance in distributed teams, patterns in team members, and developing from a novice developer to a software craftsman through continuous learning and apprenticeship.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement elements within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning top leadership around delivering that vision.
The document outlines different models for project design and results delivery used by Gemini Consulting. It describes Model A which combines standard improvement techniques within a project management framework. Model B focuses on project integration and quick wins to engage the organization. Model C has three phases of understanding the problem, designing a solution, and implementing answers. Model D is driven by developing an inspiring vision and aligning executive leadership around delivering that vision.
An Introduction to Software Performance EngineeringCorrelsense
Software performance engineering is becoming increasingly important to businesses as they look to improve the non-functional performance of applications and get more out of IT investments. By leveraging performance engineering techniques, IT professionals can be indispensable in building and optimizing scalable systems. This
introductory course will teach you the essentials of software
performance engineering including :
• The performance challenges faced by Enterprise IT today
• What is software performance engineering (SPE)?
• Best practices for building scalable software systems
• The approaches to integrating SPE into IT project lifecycles
• Common frameworks for measuring application performance and service levels
• The impact of SPE on software developers, testers, capacity planes,
and other IT professionals
• Case studies from the finance, retail, and insurance industries
Instructor: Walter Kuketz, SVP and CTO, Collaborative Consulting
This training is sponsored by Correlsense, Collaborative Consulting,
and New Horizons
Agile Developers Create Their Own IdentityAjay Danait
The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.
Envisioning improving productivity and qaulity through better backlogs agi...Tatlock
This document summarizes a keynote presentation on improving productivity and quality through better product backlogs. The presentation discusses how problems with productivity, quality, and predictability often stem from issues with product backlogs, such as inconsistent story sizes and rework due to changing requirements. It advocates an approach called "Envisioning" to help plan requirements in a way that makes them more tangible, testable, and ensures the most important functionality is addressed. Large-scale adoption of Agile requires systemic organizational changes over 18-36 months, including establishing a common culture, vocabulary, and tools across distributed teams.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
Smetan Engineering Company Presentation EnglishHSmetan
Herbert Smetan has over 25 years of experience as a managing director in the automotive industry. He has led global groups of up to 11 companies worldwide and has experience in corporate governance, turnarounds, plant closures, and greenfield investments. Smetan is an expert in aluminum casting technology, manufacturing systems, and marketing and sales. He offers his experience in areas such as consolidating footprints, continuous improvement projects, capital expenditures, new startups, restructurings, and divestments.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
The document discusses the challenges faced in developing new launch vehicle programs. It notes that launch vehicle design projects have high costs and risks due to complex requirements, conflicting stakeholder expectations, technology development uncertainties, and integration challenges across vehicle elements. The project manager's job is further complicated by a lack of experienced staff, limited suppliers, and outdated processes. Implementing systems engineering practices can help project managers by defining project phases and technical baselines, providing qualified staff for integration tasks, and allowing the project manager to focus on other critical issues like cost, schedule, stakeholders, and risk.
This document provides an overview of agile principles and the Scrum framework. It discusses the history and development of agile methodologies from the 1970s to present day. Key topics covered include the Scrum roles of Product Owner, ScrumMaster, and Development Team, as well as Scrum events such as Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The document contrasts traditional plan-driven and agile approaches to software development.
Competency Based Pms Some Workshop Slides Chandramowly Copygueste6e6f5f
The document discusses competency-based performance management. It includes an agenda for competency-based HR dimensions that covers background, definition, types, application, modeling, mapping, linkage to performance management, and development and assessment. Models and best practices from companies like IBM and Unilever are presented. A competency is defined as an underlying characteristic that results in effective performance. The document discusses organizational, job, and individual competencies as well as behavioral, functional, role, and core competencies.
Competency Based Pms Some Workshop Slides Chandramowlygueste6e6f5f
The document discusses competency-based performance management. It includes an agenda for competency-based HR dimensions that covers background, definition, types, application, modeling, mapping, linkage to performance management, and development and assessment. Models and best practices from companies like IBM and Unilever are presented. A competency is defined as an underlying characteristic that results in effective performance. The document discusses organizational, job, and individual competencies as well as behavioral, functional, role, and core competencies.
Sandra Alessi is an instructional design consultant with extensive experience in analyzing learning needs, designing creative solutions, and ensuring learning transfer. Some of her accomplishments include redesigning technical training programs at Fidelity Investments to improve learning transfer and translating subject matter expertise into accessible materials. She advocates for meaningful, context-driven solutions and measurable results. Her approach integrates management support throughout the instructional design process to foster sustained learning transfer and track business impact.
Phanidhar Palakoti has over 18 years of experience in information technology, including 10+ years at Microsoft handling presales, delivery, and leadership roles. He has extensive experience managing presales for products and consulting services across multiple industries. At Microsoft, he led presales for consulting services, established a worldwide presales engine for Office 365 consulting, and managed relationships with large customers and partners.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
practical manner. The case
study discussions helped in
The document summarizes enParadigm, a management training group based at IIM Ahmedabad. applying the concepts.
It designs experiential learning workshops for middle and senior managers tailored to their specific Amit Kumar Singh
business needs. The workshops are hands-on, practical, and integrated to enhance learning. Some Head - HR,
workshops discussed include the CEO Simulation Workshop, a 3-day immersive strategy simulation, JSW Cement
and the Strategic Thinking Workshop, a 1-day program helping middle managers develop strategic
thinking skills. Participant testimonials praise the workshops' insights and immediate applicability
This document discusses how to implement agile practices in engineering portfolio and program management. It outlines challenges with traditional program management approaches and the product lifecycle. Agile principles like focusing on the end state, building capacity, continuous improvement, cross-functional collaboration and governance can help address delivery and business value challenges. Metrics should support the end state rather than be the goal. Maturity models, balanced scorecards, budgeting processes and architecture reviews are discussed to integrate agile into portfolio management.
3. Skills and Strengths
• Enthusiastic
• Very decisive in working
•Flexible to
• Open to with others work in
challenges • Outgoing different
• Strong self-
• Ability to environments
starter • Changes
work with •Able to work
• High rules and
cross- on a wide
performer guidelines to
functional variety of
projects and meet
teams practical
tasks
needs
5. Professional Profile
Rapid decision- Very strong analytical High regard
maker skills for others
Focused on Active problem- Defuse
finding efficient solver tension with
solutions Strong knowledge humor
base
Designer of creative
solutions
Helps High Stabilizing Effective
others energy force in team player
without level organizational Skilled in
doing Good at operations balancing
everything designing different
for them and needs and
planning perspectives
for a team
6. Education and Training
BS in
Accounting
BS in Mechanical
Engineering
Geometric Dimensioning
and Tolerancing
Project
Management
Six
Sigma
Competent
Communicator
Competent Leader