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My 23 years experience was gained mostly in the highly competitive and demanding automobile industry, working at two very large original equipment manufacturers (OEM), two medium-size Tier 1 suppliers and three start-ups.

The stringent demands of the automotive industry have instilled in me a sense of high precision and team oriented execution.We maneuvered through the constantly changing landscapes by using highly sophisticated controls, technology and scheduling methods to ensure an uninterrupted flow of product and adding new sales channels.

Coaching my teams to prioritize and focus on customer and company value made them successful in delivering on time, to the budget and with high customer and corporate satisfaction.We were able to pinpoint our pricing and thus handle the thin profit margins of the industry.  Two vehicles I was a key player on, the Corvette and the Mustang, both won Car of the Year honors.

My teams earned reputations for dependability and professionalism.

I have experience managing multiple levels of people in multiple locations, am a self-starter, have a willingness to travel and a "leadership - by - example" management style.

I am at ease working with, and through, any level employee or customer.

The effectiveness and success of my past is also an example of my keen decision making and presentation skills.

I believe my accomplishments speak for my vision, leadership, organization and strategic skills.

Work experience


Operations Consultant

Superior Storage Systems

Warehousing solutions to the US Government. Plan, cost and develop quote packages. Invoice and track cashflow. Provide business process development.  Helped add $1.7 million in sales in the first 6 months.


COO & VP of Product Development

XP Vehicles

Electric vehicles for domestic and foreign sale. Revolutionary technology. Generating the Business Plan, Product Development Plan, Marketing Plan and Operations Plan for $80 million in investment.

Oct 2006Feb 2007

Director of Operations

Diversified Technologies International

$ 56 million in sales. Set-up and fulfilled manufacturing, engineering, marketing, purchasing, human resource and finance duties. Contracted partners in the US, China, Taiwan, South Korea and Canada. Established supply base, company cost model, capacity planning, program execution and product delivery. Used APQP to develop and launch product before our customer lost our supporting contract.

Feb 2004Oct 2006

Program / Account Manager

Mayflower Vehicle Systems / Union Stamping & Assembly

Profit and Loss for $80 million in programs. Established efficient processes and program reporting. Primary point of contact for all customer and supplier interfaces, cradle to grave (APQP). Developed and managed relations with tooling and assembly equipment vendors in United States, Canada, Korea, and United Kingdom. Manged eAuction and eProcurement RFQ’s and piece price. Parent company went bankrupt.

Jan 1999Jan 2004

Lead Program Manager

Ford Motor Company

2004 Mustang Provided expertise in formulation of vehicle cross functional team and $800 million business case. Led functional and cross-functional teams. Managed program risk, resources and timing through key process indicators (KPI’s). Managed relations between Mazda, Ford, Auto Alliance (AAI) and major suppliers.  Implemented new plant functional build strategy with assembly plant (AAI) to reduce launch period by 12 weeks

Oct 1995Dec 1999

Business Unit / Program / Plant Manager

ThyssenKrupp Budd

Increased profits from -12% (loss) to 8.3% profit, a $16.2 million swing (first profit ever in 25 year of existence)representing all GM and Chrysler programs.  Increased throughput 30% and realized a $1.2 million savings in just two months through the use of lean concepts at the Cobourg, Ontario plant (350 people).  Established efficient processes and program reporting. Primary point of contact for all customer and supplier interfaces, cradle to grave. Develop and manage relations with tooling and assembly equipment vendors in United States and Canada (APQP).  Diversified sales channels and increased profit from -$3 million (loss) to $12 million profit at North Baltimore, Ohio plant while adding RRIM capability and footprint by cost reductions through Six Sigma, Kan Ban and Kaizan.

Jan 1994Oct 1995

Restructuring / Project Manager

General Motors

Implemented Genesis Project business process necessary to plan product portfolio resources, timing and cash flow.  Saved $5 billion dollars leading 39 subsystem leadership teams (195 manager level people) in providing technology and financial business cases in support of the vehicle portfolio. Scope included roughly 72% of listed product, over $26 billion annually purchased product. Reported to NAO Strategy Board.  Reduced NAO-wide structural costs $15 billion over two years.

Jan 1992Jan 1994

Business Process Project Manager

General Motors

Provided new product development plan. Used technology to produce synergy. Led a nine-person development team with $1 million budget. Selected for vision and leadership skills. Reported to Executive Vice President.Saved $400 million per vehicle model by reducing engineering development, changes and tooling revisions. Developed leading edge virtual reality system for marketing, design, engineering and customer communication. Cut 20 month cycle time from 60 month vehicle development process,19 months from C5 Corvette Program. Saved $130 million while introducing new technologies and process on C5 Corvette. Established the Portfolio Engineering and the Market Research Center with a budget of $38 million, a 200+ member group whose function is the integration of all GM initiative at vehicle inception.

Jul 1985Jan 1992

Model Year Manager / Project Engineer

General Motors

Led corporate product appearance development team. Set corporate color policies and managed annual fashion driven color programs. Ensured textiles, plastics, paints and metals were developed for yearly vehicle introductions. Saved $40 million in first year through utilization of Statement of Requirements contracts with 120 vendors.  Saved an average $250,000 per vehicle line by shortening vendor delivery time three months.  Saved $2 million by developed a database to identify build material requirements per vehicle platform.  Saved $7 million in first year of introduction of “soft paint” by improving perceived quality of GM products.



Michigan State University