ENGINEERING EXECUTIVE
Corporate Strategy, Innovation, Organization Capability
Broad global experience building organization capabilities, engineering, in lean manufacturing environments.
Lead complex changes in organizations by articulating a clear case for change & then gaining shared vision with organization through effective & timely communication of the strategic and tactical plans.
Innovative, strategic Executive Leader who integrate customers needs & business requirements in a way that drives excitement, innovation, continuous improvement and significantly improves the bottom line.
CORE COMPETENCIES
MULTI-SITE OPERATION PRODUCT DEVELOPMENT STRATEGIC PLANNING
INNOVATION PROJECT MANAGEMENT LEAN POLICY/PROCEDURE
CUSTOMER SATISFACTION P&L MANAGEMENT PEOPLE MANAGEMENT
SELECTED CONTRIBUTIONS
" Turned around global Engineering teams at SPX- Hydraulic by restructuring departments and implementing new electronic global lean processes that allowed resource sharing and a 75% reduction of engineering changes.
" At SPX GSE TechMotive I lead the innovation from the front end to back end for the development of a custom electronic product platform and system architecture methodology that reduced development time by 25%, cost by 30%, manufacturing lead time by 15%, and increasing market penetration by 10%.
" Achieved expedited delivery of two new products lines in 9 months with $4M in new revenue the first year by resetting and optimizing SPX - Hydraulic Engineering priorities.
" Turned a $350M aircraft military program at AAR Cargo from red to green by restructuring the engineering resources (internal & external), changing the suppliers base (local to global) and by managing scope of work (deliverables) within nine months.
" Revitalized Dürr/Behr Systems Inc. USA, with an innovative robotic control system turning a struggling, break-even situation into a best-ever earnings one, achieving a turnover of $85 million in equipment with a cost reduction of more than 35% and rewarded with a $14M contract within six months.
CAREER TRACK
GENERAL DYNAMICS: AxleTech International Troy, MI (Left due to military program cuts and sequestration).
(Global manufacturer of off-road axles, brakes, suspensions and transfer cases, $520M, 100+ people managed).
Sr. Director Global Engineering&&&&&&&&&&&&&&&&&&&&&&&..07/12 to 10/13
With the executive management established business strategy plan. I translated this into a global engineering vision and with my departments into a global tactical roadmaps and financial plans (short and long term).
" Established and accountable for multi $M Engineering budget (NPD projects, VA/VE, Sustaining engineering, Lab, CAPEX, resources, etc.)
" Triggered and coordinated with peers the implementation of engineering priorities processes, generating an unified front in the executive team and a greater collaboration between departments. They were based on business strategy, resources, and budget of global business capabilities (NPD, best cost countries, cost reduction, sustaining, etc.).
" Mentored the product line management (PLM) and program management set-up generating a clear vision of the business activities (Market, Product Definition, Rationalization, Scheduling, Cost, Prioritization, Business case, Streamlined product lines, etc.).
" Created and fostered collaborative relationship between global engineering, PLM, PM entities (USA, Europe, and Asia) while fully supporting sales, sourcing, manufacturing, quality, customer support and ITAR requirements.
" Triggered continuous improvement that improved the company assets and engineering efficiencies. Implemented standardization of global processes, GEP (Good Engineering Practices) KPIs dashboard (Schedule Performance Index, Cost Performance Index, Customer Complaints, Vitality Index.) etc.
" Provided team development through training, mentoring, coaching, and constructive feedback to direct reports. Reviewed personal and departmental goals every quarter to realign as needed.
SPX CORPORATION: Hydraulic Technologies Rockford, IL (Left due to company restructuration).
(Industrial equipment for Construction, Wind Energy, MRO & Rail, $175M, 60 people managed).
VP Global Engineering, Quality, and Sourcing&&&&&&...&&&&&&&&&&&2007 to 2011
Turned around global Engineering teams by restructuring departments and through a team approach, created and implemented new electronic global lean processes that allowed for coordinating engineering standards, changes, releases, project reviews, private labeling, shared resources, project management, sourcing, quality etc. making the integration of newly acquired businesses effortless.
Developed and implemented global engineering business units across the world (USA, Asia, and Europe).
" New NPD stage gates, ECN, and project management processes were implemented in relation to the business units needs, reducing development time by 20%, lowered costs and better communicated project status.
" I developed strategy and tactical road maps for every BUs in coordination with engineering, marketing/business development, sales, and finance to support segment goals. These road maps allowed global new product development with local commercial Engineering.
" I lead the innovation process that allowed the company to release two major new products; leap frogging the competition, generating patents and forecasting a minimum of 9% CAGR for the next 5 years.
" Global sourcing generated more than $1M PPV in association of the 3-pole strategy that we implemented. I developed a shared resources organization to support this strategy with the help of the different Managing Directors.
" A global quality approach was implemented through shared resources. Implemented standard KPIs (cost of quality, factory defects, OTD span, etc.). Instituted a monthly quality review meeting with managers and a quarterly one for the executive, resulting in a cost to quality less than 0.3% of revenue.
GAYMAR INDUSTRIES: Buffalo, NY - (Left due to SPX new opportunity proposed by president).
(Healthcare, Temperature & Pressure Ulcer Management Products, $80 million, 35 people managed)
Sr. Director Engineering, Quality, Regulatory & IT..................................2006 to 2007
Lead the R&D, sustaining, OEM and manufacturing engineering, groups to support our manufacturing centers located in USA, Canada and Puerto Rico.
" Revitalized engineering performance by implementing program management controls, road map strategy, departmental goals, succession plan, business case implementation and evaluation; all in support of private equity firm.
" Implemented Master Control software package, streamlined company processes.
" Worked with FDA to close a Warning Letter .
" Established a database of all regulations needed for proper development and manufacturing in accordance with cGMP, ISO 13485, 9001, CE and FDA.
" For information technology, followed the same process by establishing a yearly road map (Policies, COGNOS projects, warehouse integration, AS400 production planning) departmental goals, measures, etc.&
AAR CORP: Cargo System Novi, MI - (Left due to company relocating to North Carolina).
(Cargo Loading System & Aerial Delivery for Commercial & Military Aircraft, 45 people managed + 3 outsources).
Director Engineering&&&&&&&&&&&&&&&&&&&&&&&&&..&&&..2005 to 2006
Brought on board to turn around and manage the engineering group, to bring a $350 Million military contract on time and on budget as well as commercial programs.
" Re-organized its structure, processes (scheduling, cost control, resources management, customer control, etc.).
" Implemented outsourcing (Engineering & Manufacturing) with different foreign suppliers.
" Turned a $350M Airbus military program from red to green by restructuring the engineering resources (internal & external), changing the suppliers base (local to global) and by managing scope of work (deliverables) within nine months.
" Here are some of the regulatory requirements followed: FAA, GRESS, EN/AS 9100, etc.
SPX CORPORATION: GSE & Air Gage Farmington Hills, MI - (Left due to companies were sold).
(GSE Tech-Motive: DC electrical torque tools for automotive, $30 million, 40 people managed).
(Air Gage: Custom gauging equipment for automotive & aerospace, $20 million, 20 people managed).
Director Engineering, Quality, and Project Management........................2002 to 2005
Recruited to improve the new product introduction process for GSE Tech-Motive and Air Gage. Restructured US base and implemented engineering in China. Designed business development strategy and executed product technology roadmaps in alignment with corporate goals, market needs, and financial resources. Implemented schedules, cost controls, allocated resources, and conducted financial economic value-added studies.
" Delivered sales, technical and business presentations to prospective clients and internal/external groups which spawned a $7M contract for the new assembly Land Rover in UK.
" Application of the PMBOK in the establishment of the Project Management structure following the three fundamentals: Finance, Time and Quality of the deliverable.
" Cultivated strategic outsourcing alliances for development and manufacturing with suppliers in India, Europe and China, resulting in 10% cost reduction.
" I lead the innovation from the front end to back end for the development of a custom electronic product platform and system architecture methodology that reduced development time by 25%, cost by 30%, manufacturing lead time by 15%, and increasing market penetration by 10%.
" Enhanced all established ISO procedures and implemented a set of new ones. Procedures/processes that were changed were a result of this team effort Engineering, Manufacturing, Purchasing, Project Management and Customer complaints.
" Ensured capacity planning aligned with strategic objectives and unforeseen marketing opportunities; directed test and quality groups in supporting and enhancing production; and implemented new test equipment and software that improved product production efficiency, tracking, and quality.
NEXTRX Bothell, WA Start-up - (Left due to Angel investor could not sustain expenses).
(FDA regulated storage and retrieval medication dispensing control system, 55 people managed).
Director Product Development, and Operations....................................2000 to 2002
Spearheaded this healthcare companys transformation from an R&D start-up configuration into a commercial entity.
" Conducted a full evaluation of the electro-mechanical existing R&D, and, based on strategic goals and budget, implemented a development schedule, organizational structure, and budget for each aspect of the companys medication bar code and unit dose automated technology in compliance with HIPAA, FDA, ISO and CGMP.
" Built a new software engineering organization comprised of full-time staff, temporary workers (Ireland & India), and contractors that produced nearly one million lines of code. Instituted standard quality controls using case management tools, such as Rational Rose and Rational RequisitePro.
" Led the packaging group in developing, implementing, and configuring the equipment required to automate the unit dosing of medications.
" Transitioned mechanical and electrical engineering groups to project/program management groups to improve on-time product delivery and electrical code compliance.
ABB - POWERTRAIN Auburn Hills, MI - (Left for opportunity within a startup company).
(Assembly lines for Engine, Transfer case, axle, transmission, etc., $70 million, and 7 Project Managers managed).
Manager Project Management..................................................
97 to 2000
Mentored and coached project managers within a matrix organization following TOPs (Total Optimization Processes). Controlled project budgets and transmission/engine assembly lines of up to $20 million.
Maintained a continuous improvement on TOPs :
" Standard schedule (MSP) and financial accounts (JDE) were developed electronically from the proposal spreadsheet document, thus allowing the team to gain 2/3 weeks on the start of the project from the previous set-up.
" Reviewed, with the cross-functional managers, and implemented a RAPIS chart (Responsible, Approve, Perform, Inform, Support) that permitted everyone on the team (worldwide) to understand what were the minimums expected requirements.
" Mentored the PMs and cross-functional managers to implement a standard schedule (tasks, length, resources, costs, etc.). This standard was linked to the business financial system for a standard cost analysis.
Lead the implementation of J.D. Edwards for the business.
DURR/BEHR SYSTEMS INC.: Auburn Hills, MI - (Left for personal growth opportunity within bigger corporation).
(Electro-static paint application equipment for the automotive, $85 million, 40 people managed).
Director Engineering..................................................
93 to 97
Analyzed market needs and customer requirements; proposed and implemented product, process, and project refinements. Planned, budgeted, and led assigned departments to meet company strategic goals.
" Revitalized the business with an innovative robotic control system turning a struggling, break-even situation into best-ever earnings one, achieving a turnover of $85 million in equipment with a 35% cost reduction and rewarded with a $14M contract within six months.
" Implemented a management schedule and project cost reports for all managers.
" Spearheaded the innovation of the new automation control systems (Patents # 5,656,089, # 5,868,845, and # 6,177,139).
" Increased the electrical hardware department capability to ensure company and customer requirements were met.
" Created a software development and production department that included a motion controller, PLC, HMI, and closed loop controlling paint atomizer groups. Reengineered the mechanical group.
" Active member of the global Dürr paint robot development.
Manager Project Management..................................................
92 to 93
Built, from the ground up, the entire program management group, process and procedures.
Provided project managers with training and mentoring to enhance their planning, financial, recovery and leadership skills as well as their understanding of company products and customer responsibilities. Instituted department strategies and policies. Coordinated engineering, purchasing, manufacturing, and field service efforts.
Project Manager..................................................
88 to 92
Performed and directed project administrative duties, including managing total project budgets and coordinating paint automation projects valued at up to $20 million for each system.
Sample of projects: GM St Therese, Ford Oakville, OTP, CAMI, etc.
EDUCATION/TRAINING
Center for Creative Leadership
Ann Arbor University
Making Innovation Happen
Jeff DeGraff
Project Management Professional Training
Project Management Institute.
Computer/Automation Systems/Solar Energy
University of Nimes, France.
B.T.S., Automation Engineering
Diderot Paris, France.
Baccalaureate of Electro-Mechanical Engineering,
St Jean-Baptiste de la Salle Paris, France.
OTHER
Citizenships: United States, Canada and France
Languages: Fluent in English and French
Patents # 5,656,089, # 5,868,845, and # 6,177,139
Patent application # 11/016 754 for Modular control apparatus & method
Other: Private pilot |
