Undergraduate - Bentley College

Graduated from Bentley College with a Computer Information Systems Major and Management minor.  Among the top of the CIS students with a 3.7 in all CIS classes.

Graduate Bentley College

After a couple of years as a Graduate assistant working in the Finance and CIS departments, I graduated with a Master's in Finance.  One of the key takeaways for me was in my Assistantship where we worked on the SEC classifications.  This small assignment had a great impact as it shapes how we view the world.

Chand Associates - IT Lead

Entered the workforce at a small manufacturing company with 2 locations in Worcester.  My task was to install SBT (A small accounting software that also ran production orders).  My first introduction to ERP although small and clumsy.  Without formal training, I was able to get things working between the 2 locations where I also ran the financials and assisted the Controller with the month end closing.

UniFirst -Programmer/Analyst

Migrated to a programming role.  The topic was Stockroom applications for an industrial laundry.  There we kept track of the inventory of clothes and Uniforms.  A Foxpro based application was installed at approximately 20-30 locations nationwide where I managed the versioning and installation at the local sites. We took changes based on the Engineering Department.  Additionally, I worked with a contractor to develop handheld computer software used by the route drivers to provide data to customers about what was picked up and dropped off.

GE Energy - Business Analyst (Schenectady NY)

In my early days at GE, I worked in the Information systems department.  I was responsible for the Healthcare application installed in2 of the main facilities as well as Business Development custom applications.  Working with Java Contractors primarily to implement Web based solutions for the departments.  Late in 2002, I was pulled into the MES implementation where a prepackaged software was selected, and we needed to develop Software to collect data from the shop.  The prior analyst who created the software left a number of holes that required a complete rewrite.  Limited to the existing tools, I rewrote the software including the back end database and implemented the solution in less than 6 months.  Something that would last the business over 10 years.

GE Energy - IT Site Lead (Bangor Maine)

Continuing my ownership of the shop software, I was asked to take over the IT support for Bangor Maine.  This was 2 locations where I owned the shop floor SW for the Maine Location as well as Schenectady and Greenville.  In addition to this, I owned the communication budget where I was able to cut approximately 150K out of the 300K budget.  This was done by eliminating unneeded lines, reworking the data in lines, and removing waste. 

**Note - this is where I have comments on the front page of a successful virus story.

GE Energy - Inventory Council (Greenville, SC)

Slight shift in my career here where I went from the technical side to the functional side.  After working part time with the Lean team, I developed a good relationship with the Manufacturing Leadership and worked at the corporate level for GE Energy.  In addition to supporting any Lean Activities and helping educate the sites on Inventory Management, I also rolled up metrics from all locations to be presented quarterly to the CEO of Energy.  This was from a variety of locations ranging from small electrical components, to services organizations, to heavy manufacturing.

GE Energy -Oracle Supply Chain Lead (Greenville, SC)

The inventory role and my relationship with the business got me the respect of the Wind Energy team where they were doing an Oracle Implementation.  I owned the supply chain side from planning, to manufacturing (WIP), and warehouse.  The Wind implementation was successful across all 3 sites.  After the implementation, I stayed on for some post implementation support at the Wind facilities and also got brought in to help correct a failed implementation in Quebec.

GE Oil and Gas - Global Materials Manager

Worked with the offshore business which had offices in Houston, Singapore, the UK, and Brasil, to standardize their reporting and work with the team to effectively manage inventory. Although it was the same business, all of the markets were very unique and the inventory strategies had to be tailored accordingly. Singapore for example dealt with a very high volume of pipe which required constant feed from the pipe mills where the UK was more on the Wellhead side and needed to maintain good relationships with the forging houses to minimize lead time.

GE Oil and Gas - Planning and Scheduling Manager

After the Materials manager role, I took over the Planning and Scheduling for one of GE's multimodal sites supporting Drilling and the Offshore business.  Here I owned the Planning department, and was able to work with planning to minimize material shortages and reduce the overdue backlog by 187M.  After some of the success with Oracle as a functional owner, I was brought as part of the team to implement Oracle at Hydril part time.  

Exterran- Sr. Planning and Scheduling Manager

Brought over by one of my GE Colleagues, Exterran was a compression business in need of a Planning manager.  They wanted to bring the company from more of a project centric view to an ERP run business.  We brought the OTD from 36 percent to 95+ percent by working to standardize the process and run the business more effectively.  Late in 2019, Exterran decided to focus on higher margin business and put this section up for sale.  We were able to wind down the business successfully and complete all backlog by October 31, 2020.  The new owner (Compass) started operations on November 1, 2020. 

Compass - Planning and Scheduling Manager

Switching gears, now we had to build a business and all the supporting processes.  The new team used Microsoft NAV, but was not familiar with how an ERP business was run.  They wanted to use our team to develop processes that were scalable to allow a larger volume of repeat work to flow through the shop.  In addition to working with the NAV team to see how things technically could function, I put together some of the key reporting that was required to run the business.  It began with JET reports, but after the Sales grew to a certain size, JET became too slow.  I modified some of the reporting to have Excel pull directly out of NAV the required data.  This was run in parallel with running the planning and scheduling department.

Compass -Sr. Manager Business Intelligence

With some of the processes stable, it was desired to bring the reporting up to a more supported application.  I was able to take some of the key reports that ran the business from the Material Alignment to the Labor reporting and capacity into Power BI from the prior Excel version. In addition to this, there were a few other things that I put together such as highlighting differences between BOM's, showing tgthe GAP between a Production Order and a BOM.  This development went from the development of the SQL used to pull the data, through to the visualization of the data.