I was brought in to maximize potential of highly under-utilized department, comprised of 3 idle workstations, $200K+ in hardware/software, and one unmotivated CAD Designer. From this, I built and led top-performing team by instigating training sessions and setting weekly goals.
I advanced to manage CAD team, the sample library, software/hardware, and support materials for department. Challenged to heighten the small, yet growing, team’s productivity and quality levels, I clearly defined the department’s current and future technology needs/expenses for management.
I cut annual CAD expenses by more than $11K annually by replacing outdated CAD software/hardware with $28K upgrade, and propelled a smooth transition between the 2 systems. I also boosted productivity by creating comprehensive job descriptions that better defined each team member’s specific role.
Strengthening relationships with key accounts, such as Sears, LL Bean, and Lands End, I brought design services directly to their offices.
I developed a tool that tracked productivity by account, resulting in sound decision-making in regard to staff expansions as well as client significance. I also improved the utilization of expensive printers by attending out-of-state training sessions, implementing maintenance procedures, and re-evaluating tech support agreement.