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Work experience

May 2008Present

Portfolio Manager

CITG Capital

·Research competitors and market potential for acquisition targets to establish viability and future growth opportunities, deploying financial screening criteria, such as revenue growth, EBITDA margins, assets owned, debt and equity requirement and qualitative criteria, including market dynamics in rising energy cost, strength of management team, and exposure to interest fluctuations.

·Analyze existing businesses and business plans and conduct due diligence for potential growth opportunities.

·Orchestrate financial and operating metrics, such as ROE, ROA, operating margin, sales per employee, inventory turnover, AP and AR turnover, to monitor performance of companies in portfolio.

·Partner with portfolio company CEO to develop marketing and pricing strategy for print management services for corporate clients; based on developed pricing model, company secured 5-year contract with leading firm in metro Detroit; company is projected to increase gross profit margin by 5% in next fiscal year.

·Create business plan for a portfolio company - oil and gas business ($5M) to attract potential investors, using financial models, such as DCF, to show investors value of their future investment.

·Identify potential risks associated with portfolio companies and innovate strategic solutions to mitigate risks.

·Perform cost-benefit analysis for potential capital investments and financial analysis to evaluate business performance for portfolio companies.

·Conduct budget forecasting and deliver accurate pro-forma financial forecasts for portfolio companies.

Feb 1997May 2008

Engineering Manager

Focus: HOPE

Focus:Hope, Tier I Automotive Supplier, Detroit, MI1997 – 2008

Engineering Manager (2003 – 2008)

·Led engineering team to translate customer requirements from initial quote stage through qualification and implementation of robust production processes; directed engineering staff, leveraging in-house “process experts” to champion design for manufacturability, robust process development and control, process improvement initiatives, and cost reduction activities.

·Spearheaded MobilePartsHospital, a compact communications and manufacturing unit retrofitted with a Turning center or a Heat treating unit or direct material deposition unit and designed for deployment to remote locations for emergency repair of non-operational military equipment.

·Established and operated within department budget, project P & L and R & D project cash flow forecast.

·Developed and utilized performance metrics for all areas of direct responsibility to align team performance and company goals.

·Identified new equipment and technology to replace ineffective and costly manufacturing processes, reducing manufacturing cycle time and manpower and improving quality and offsetting cost.

·Restructured R & D department to meet customer needs and ensure timely delivery of customer project deliverables.

·Created departmental standard operating procedures – product launch, process qualification, fixture design and PPAP procedures and training checklists for TS16949 certification.

·Utilized lean concepts, such as Value stream mapping, 5S, standardized work, Kanban and flexible production system for process improvements and increased efficiency; six sigma green belt certified.

Project / Program Manager (1999 – 2003)

·Led the project team for ERP implementation (ORACLE) for the Automotive Manufacturing group.

·Directed daily departmental activities, assisting department Manager in establishing budgetary figures and overseeing engineering personnel, tool crib and tool room activities, and estimation process.

·Oversaw project concept, design, and planning; negotiated contracts with vendors for subcontract work, procurement, scheduling, cost analysis, supply chain management and logistics.

·Guided all facets of product launch at customer and corporate levels from kick-off through process development (includes CNC machining), PPAP planning, performance, and completion.

·Led team activities, planned program milestones, created and communicated schedules, developed cost estimates for engineering changes, defined each functional area’s deliverables, and built team consensus.

·Coordinated core team meetings, managed open issues, generated follow-up documents, and solicited management support, ensuring adherence to plan and schedule, design change control and documentation.

·Recommended acquisition of new equipment or facility modifications to meet process and production needs.

·Developed manufacturing processes and cost estimates for products requiring CNC machining/assembly.

·Designed and implemented Dept. of Defense projects, improving performance rating from 69 to 87.

·Successfully launched projects, including Ford 6.8L Manifold Assembly $80Mcontract, Detroit Diesel Corp. Freon Bracket, Chrysler Engine Bracket Assembly, GM-Exhaust Manifold Assembly and others.

·Led $250M contract GM-Cadillac Northstar-watercrossover CNC machining/assembly project.

Assistant Quality Manager (1998 – 1999)

·Managed Quality Engineers, Gagging Engineer, CMM Programmer, and floor inspectors on daily basis.

·Collaborated on defect and PPM reduction program for DDC pulleys.

·Developed and implemented manufacturing control plan and operator instructions of Detroit Diesel corporation pulleys, improving efficiency.

·Instituted quality system policies and procedures, implemented SPC and quality improvement methods, and structured employees' training program, satisfying customers' quality standards.

Quality Engineer (1997 – 1998)

·Coordinated QS9000 activities for High Quality Manufacturing, A Focus: HOPE Company, resulting in High Quality Manufacturing being QS9000 certified in 1998.

·Teamed with APQP members to launch G.M. Flywheel housing and Water pump assemblies.

·Established excellent customer communications and relationships, contributing to improved product quality.

·Conducted several supplier audits to confirm supplier quality conformance to company standards.

·Innovated receiving inspection, in-process and final inspection criteria for more than 20 different parts.

General Motors, Factory 83, Flint, M I1996 – 1997 Process engineer (contract)

·Performed Failure Mode and Effects Analysis to identify potential process failure modes in water pump front cover assembly line and performed gage and process capability studies, using SPC techniques.

·Initiated QS 9000 procedures, including updating process flow diagrams, control plans, and routings.


Jan 2007Sep 2008


University of Michigan
Jan 1995Apr 1996

Master of Science