• Exacted turnaround of critical new product introduction, reestablishing project plan to include contingency planning, coordination of Engineers and all personnel on multiple shifts, and time-phased production to ensure on-time, quality product. For more information, click here.
  
  
• Directed startup and manufacture of key components in a Mexican maquiladora, and grew the organization 100+ employees, earning Managerial Award for innovative pay-for-performance system.

• Turned around $10 million key technology transfer project from Japan, resolved management crises, and recovered six-month deficit. For more information, click here.
  
  
• Successfully directed key technology transfer totaling more than $15 million, including major training of personnel in new safety requirements, prompting more than $40 million in follow-on business. For more information, click here.
  
  
• Project leadership on technology transfer to a Mexican maquiladora shelter operation; achieved on-time completion within five months and under $600,000 budget.

• Developed alternate supply chain within six months, saving 200 jobs and viability of business. Cultivated detailed recommendations addressing planning and purchasing deficiencies in logistics. For more information, click here.
  
  
• Reversed rising supplier costs from long-held monopoly in market by developing and establishing new supplier for key component. Reduced unit cost >25% and extended product life expectancy >100% while maintaining quality and securing competitive position in market. For more information, click here.
  
  
• Collaborated with supplier to ensure quality of key components whose unreliability was threatening the company’s competitive market position. The successful collaboration established a lucrative long-term partnership between the two companies and set the stage for future supplier-development projects. For more information, click here.

• Identified and addressed various operations and business performance (profitability) issues, and provided detailed recommendations to reverse outsourcing of critical system component. For more information, click here.
  
  
• Created and instituted Strategic Facilities Plan, resulting in $2.8 million cost savings, $1.6 million inventory reduction, and acceleration of new product development.
  
  
• Restructured and consolidated core technology assembly operation; decentralized corporate support functions.

• Contributed significantly to 59.9% PBIT increase in 2000; identified more than $4.3 million in cost savings in three years (1999 - 2001).
  
  
• Major contributor to achieving PBIT of 26.6% in 1997 by improving inventory turns 48%, boosting cycle count 96%, and consolidating technology operation.
  
  
• Boosted net income $1.5 million annually via development of offshore technology transfer (1987).
  
  
• Implemented more than $3.9 million in cost improvements over three-year period (1981 - 1983).

• Honored with Managerial Excellence Award for leadership role in new product introduction.
  
  
• Introduced new family of electrodeless discharge light sources, with extended warranty and improved technology edge over competition, while reducing equipment unit costs.

• Achieved ISO 9000 series certification within multiple companies and operations.
  
  
• Recognized with Maryland Quality Award during first year as Vice President of Manufacturing.
  
  
• Reduced standard product lead time 60% from nine weeks to three weeks, improved on-time delivery from 70% to 90%+, and eliminated customer complaints for late delivery.

• Sparked significant efficiency boost and labor reduction by revitalizing Lean Manufacturing initiatives that had stalled, contributing to 80% reduction (from $500,000 to $100,000) in temporary/overtime labor costs within two years. For more information, click here.
  
  
• Spearheaded Lean Manufacturing initiatives that reduced unit labor costs more than 50% and recovered 20% of floor space while increasing production 400% to meet increased market demands. For more information, click here.

• Averted loss of major customer by engaging customer’s project management and engineering staff to resolve key product quality issues. Solidified relationship and secured further business. For more information, click here.
  
  
• Salvaged threatened relationship with major Japanese customer by directing root cause analysis to determine source of short product life in their lab, saving more than $100,000 in charges from the customer and solidifying relationship to secure $250,000 order for next production line. For more information, click here.
  
  
• Earned Customer Satisfaction Award—the first and only such award given outside of Sales & Marketing—for leading Manufacturing team to support both external customers and field sales team by promoting operational excellence and teamwork, facilitating overall satisfaction and rapid closing of sales.

• Transformed highly dysfunctional management-labor relationship by addressing root causes and establishing a new culture of teamwork and employee recognition. Reestablished professional and effective relationships between management and hourly workforce, as well as with new union that supplanted the problematic old one. For more information, click here.
  
  
• Built and managed highly capable team and mentored Vice President of Operation's replacement in U.S. remotely while on assignment in Germany. Team achieved all expected performance metrics during absence. For more information, click here.

• Led due diligence teams for proposed domestic and offshore acquisitions.
  
  
• Prepared company division for decentralization, facilitating sale and acquisition by U.K. company.
  
  
• Played key operational role in successful IPO via timely turnaround performance of core technology.

• Created a manufacturing machine responsive to rapid changes in demand, facilitating 15.7% average annual growth rate in business from $17 million in 1990 to >$84 million in 2001.

• Rewrote (with President, CFO, and Manager of Manufacturing Engineering) an entire Operating Plan in one weekend.
  
  
• Introduced statistical analysis to the unit bookings forecast and the production planning (Master Schedule) function, resulting in ~100% revenue forecast accuracy.