• Designed and developed a cutting-edge interface box for a major client in Copenhagen, Denmark, which was demonstrated at the CeBIT Telecommunications Trade Show in Germany in 2003 and launched and released later that year from the corporate office in Copenhagen, Denmark. For more information, click here.
  
  
• Developed and launched talking religious dolls for an entrepreneur; received initial orders of 5,000 for each doll, and both The Lowell Sun and The Boston Globe did stories on the products and their spiritual messages. For more information, click here.
  
  
• Invented new call center headsets in less than 11 months and recaptured the confidence of the call center industry; the headset won product of the year in Call Center Magazine. For more information, click here.
  
  
• Increased revenues by $18M in the first year and raised attachment rate five-fold by developing a new headset lifter, which became the number one industry seller. For more information, click here.
  
  
• Founded and developed an engineering development business, which delivered a wide variety of design and development services to local and international clients, provided feasibility studies and market research to customers, and helped develop ideas into products.

• Implemented a cross-functional material review board process for the first time in company history, which reduced discrepant material from more than $500K to under $50K in a mere two months. For more information, click here.
  
  
• Instituted Just-in-Time (JIT) manufacturing system in place to control costs and improve on-time delivery, which increased on-time deliveries from 94.7% to 98.5% and boosted inventory turns from 3.9 to 5.1. For more information, click here.
  
  
• Acquired advanced Just-in-Time (JIT) manufacturing training skills, became a JIT certified trainer, and implemented a prototype and full JIT production cells, which streamlined the production process, grew inventory turns, improved product quality, and increased product on-time performance. For more information, click here.

• Implemented a purchase order and inventory system that reduced year-end inventory $252K, trimmed inventory levels by 35%, and increased cash flow $100K over the previous year. For more information, click here.
  
  
• Re-negotiated out-of-date insurance coverage, which saved the company $7.5K per year. For more information, click here.
  
  
• Negotiated directly with Visa and MasterCard for one hour and reduced Cardullo’s credit card expenditures by eliminating $5.5K in middleman fees, which had been paid annually for several years.

• Earned an MBA, graduated Cum Laude with a minor in marketing, and became the first GN Netcom employee to earn an MBA while maintaining a full workload. For more information, click here.
  
  
• Received Employee of the Quarter Award for work in integrating the new acquisition of ACS Communications into the company.
  
  
• Taught a three-week course on Total Quality Management at the University of Lowell.
  
  
• First engineering employee to become certified in solder techniques; senior management applauded the initiative and instituted a requirement that all engineers complete the 12-week soldering program to provide hands-on experience with designs.

• Completed an intensive, two-week training program and mastered the full manufacturing process for the PVS-7 Government Night Vision Goggle, which enabled Baird Corporation to fully integrate the goggle and produce 7,000 units per year. For more information, click here.
  
  
• Promoted to Associate Vice President of Manufacturing Engineering & Quality and given increased responsibility within the operations group, based on superior performance in previous managerial roll.
  
  
• Volunteered to become the production supervisor when the person in the position was dismissed, which taught a career-revolutionizing lesson: the impact of engineering designs on the operation environment. This experience created a passion to always release the best, most complete products into the manufacturing process.

• Instituted a cost-savings program that rewarded employees for identifying suitable, lower-cost parts, which saved the company $650K in the first year and $450K in the second. For more information, click here.
  
  
• Created a centralized station for employees to order hardware; the station was maintained by the supplier and eliminated approximately 15 purchase orders per month because employees from different departments were no longer purchasing the same parts at multiple times.
  
  
• Implemented an overhead book drying system that combined two separate production lines into one complete automated line for the first time in the company’s history, which improved on-time delivery and product performance.

• Rescued dwindling gift basket sales by leveraging store’s products and experience and introducing new sports gift basket program, which led to a 40% increase in annual gift basket sales. For more information, click here.
  
  
• Facilitated and conducted an interview with Fox 25 News featuring Cardullo’s Gourmet Shoppe’s unique products and history; the segment was extended over the original time limit and ran for several weeks, generating increased business for the store.

• Impressed Pakistani government officials with knowledge and training skills, which facilitated a 5,000-unit order of Baird Night Vision Goggles. For more information, click here.
  
  
• Selected as one of only four employees as an ambassador to meet with other corporate divisions during the company "games" in Copenhagen.

• Created and implemented new engineering procedures, which allowed GN Netcom to become ISO 9001-approved, and in addition, trained a total of 19 engineers in both North America and Europe on these procedures. For more information, click here.

• Re-prioritized engineering projects to make time to develop a new cooling product for a new supplier in Korea; delivered the product on time and within budget, earning the company a $325K contract to build more units for the supplier. For more information, click here.

• Launched a company-wide "Take Your Son/Daughter To Work Day," which management sanctioned and supported with formal presentations. Local newspapers covered the event, and the company received positive publicity.
  
  
• Instituted a training program that enabled company employees to make trips to local hospitals where the company’s equipment was being used, which gave the employees an immediate sense of ownership in the products they were making and facilitated many product improvements.