Experience

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  First data corporation

  May 1995 - Dec 2000

  Provided personalized, hands-on support to up to four existing bank clients simultaneously, addressing their service needs. Streamlined client issue resolution cycle times and implemented preventive measures to improve service.➣ Formed and nurtured long-term relationships with bank clients, ensuring exceptional customer service. ➣ Achieved high retention rates, identified upsell opportunities, and expanded client service offerings.➣ Acted as the primary point of contact for customer issue resolution, overseeing multiple banks throughout the Northeastern U.S.➣ Engineered and sustained customized reporting solutions, delivering strategic insights for clients. Conducted internal audits to ensure process compliance and data quality completeness. Show less

  • Client Services Manager

    May 1998 - Dec 2000

  • Production Manager

    May 1995 - Apr 1998
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  Ge power

  Dec 2000 - Mar 2024

  Earned multiple promotions with increasing leadership responsibilities over a 23+ year tenure with the company. Charged with championing collaboration and communication across departments and functions, breaking down silos to enable a more holistic approach to problem-solving and process improvement. Conducts root cause analysis to address operational issues and challenges within the power services business.➣ Develops approaches to optimize resource utilization, meeting demand efficiently while minimizing waste.➣ Fosters a culture of continuous improvement to boost operational efficiency, reliability, and performance.➣ Drove the adoption of Lean daily management, incorporating daily improvement practices and processes.➣ Monitors KPIs, analyzing performance metrics, and compiling monthly reports for senior management to monitor performance, discern trends, and facilitate informed decision-making.➣ Leads efforts to reduce material inventory, consistently achieving results below the $1.5B operating plan.➣ Boosts profitability by optimizing capital, reducing storage expenses, and managing inventory obsolescence.➣ Introduced standardized parts lists, cutting scheduled maintenance parts list generation cycle time by 50%.➣ Leads cross-functional collaboration efforts to balance supply and demand, improving material readiness. ➣ Streamlined customer maintenance event planning, leveraging expertise to mitigate schedule delays.➣ Employs data-driven analysis to pinpoint improvement opportunities and guide decision-making.➣ Utilizes Lean techniques and methods to uncover operational root causes and implement corrective actions. Show less Accountable for identifying operational and quality risks, assessing impacts, and implementing mitigation strategies. Constructed cost-effective risk strategies that balanced risk reduction with operating efficiency. Conducted audits and maintained compliance, mitigating legal and operating risks. ➣ A key enabler in delivering record productivity for the business, exceeding the operations plan by 24%. ➣ Administered risk analytics and quality assurance, mitigating over $20M in risks while passing internal and external audits with zero findings. ➣ Simplified the contractual services generator repair catalog fee, saving 40 labor-hours per quarter. ➣ Led the Repairs Fulfillment Team stretch project, identifying and resolving 104 defects totaling $3.7M.➣ Enacted strategies to enhance capital parts reliability, increasing productivity and operational effectiveness.➣ Reduced downtime for heavy-duty gas and steam turbines, introduced preventive condition-based maintenance repair programs, and increased equipment availability. Show less Dedicated to identifying heavy-duty gas turbine parts ITO (Inquiry-to-Order) process improvements. Collaborated daily with cross-functional executives in engineering, sourcing, and operations. Spearheaded the collection and analysis of performance data, identifying and addressing process waste. ➣ Led the ITO (Inquiry to Order) team, achieving a 75% Parts Quote Cycle (PQC) reduction from 12 to three days. Provided hands-on mentorship to Lean Six Sigma Green Belt candidates. ➣ Orchestrated process improvement initiatives to achieve operational excellence, fostering a culture of continuous improvement across ITO teams, encompassing parts definition, engineering, and sourcing. ➣ Established a single-piece flow process, substantially reducing ITO (Inquire to Order) cycle time.➣ Developed and launched a visual dashboard featuring charts, graphs, and tables to monitor and sustain progress toward KPI targets, optimizing resource allocation. ➣ Played a vital role in training teams to apply Lean Six Sigma principles, methodologies, and tools, emphasizing maximizing customer value, waste minimization, and operational efficiency. Show less Devised strategic plans to enhance parts sales growth within the North American gas power customer base, focusing on high-dollar factory-made capital components with extensive lead times. Identified parts sales growth opportunities and devised pricing strategies that contributed to the overall business growth.➣ Worked with commercial operations to identify and execute parts sales strategies, resulting in 11% growth. ➣ Leveraged parts price deviation authority to enhance order conversion rates by 7%.➣ Streamlined internal and external customer parts inquiries, increasing quote-to-order conversion rates. ➣ Introduced parts sales objectives, key performance indicators, and a roadmap to surpass sales targets. Benchmarked internal and external best practices to develop and launch new pricing strategies. Show less An integral member of a 20-person customer service leader team assigned to U.S.-based power plant customers. Provided support for contractual and transactional customer maintenance needs, ensuring prompt parts delivery.➣ Achieved a significant reduction of over 50% in late parts definition line volume aging. ➣ Executed $111M annual parts orders, overseeing the part number definition stage through customer delivery. ➣ Ensured the timely procurement of critical parts and components essential for energy upgrade projects and planned maintenance events. Earned a consistent record of procuring parts on schedule.➣ Maintained a high level of order fulfillment accuracy, resulting in a reduction of parts shipment errors.➣ Enacted measures to minimize order processing defects, ensuring the prompt delivery of the correct parts to designated project sites, avoiding delays and rework. Show less

  • Senior Operations Project Manager

    Oct 2015 - Mar 2024

  • Risk & Productivity Leader

    Nov 2009 - Oct 2015

  • Lean Six Sigma Quality Black Belt Leader

    Feb 2007 - Nov 2009

  • Strategic Growth Leader

    Jan 2004 - Feb 2007

  • Parts Customer Service Leader

    Dec 2000 - Jan 2004
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  Ge vernova

  Mar 2024 - now

  Cost analyst leader