Spanning both the technical and quality functions, accountable for the successful launch of New Product Development execution across all Engine Business programs globally from Product Preceding Technology, through Pre Product Planning and Value Package Introduction.

Accountable for the adoption and use of the Product Development Excellence toolkit, coaching teams on the use of 32 tools developed in order to drive improved Product Quality and Engineering Efficiency.

• Helping the teams execute on the businesses 'Fuel Agnostic Platform' strategy, supporting the development of key Class 1 programs across mutiple fueling technologies.
• Supporting the teams through risk management, developed an 'enterprise level risk' view to help communicate key risks to leadership
• Execution of the 'Design for Durability' initiative, developed and executed processes that change how we design, develop and validate products with longer Emissions Warranty in mind.
• Led a broader cross functional effort to mitigate the commercial risk associated with longer emissions warranties, including Quality, Technical, Supply Chain, Purchasing and Finance.
• Ownership of Software and Calibration Quality, identifying key opportunities and mobilizing the organization to address critical deficiencies in the Software development process, including people, processes and tools.

Ownership of product quality performance across the 15L engine platform, which generates approximately $2Bn in sales and $900k in parts sales per year. Accountable for delivering product quality throughout the life cycle, including technology development, new product introduction and current product performance. While responsible for products in the North America Heavy Duty Truck market, the portfolio includes Off Highway products, and also serve European, Latin America and South Pacific markets.

• Owned the platform reliability improvement plan, co-ordinating resources across functions to deliver ongoing improvements in product reliability across the platform in terms of both cost per engine and repair rate. Delivered best ever quality, returning an improvement of 2% of sales to the business across all coverage categories.
• Enhancing new product development processes to better incorporate the voice of quality, developing quality targets, reliability improvement plans and field test plans with the aim of eliminating launch spikes.
• Key member of team assessing and managing the impact of changing emissions regulations in California and the EPA.
• Effective management of field actions, utilizing analytics in order to develop strategies that assure customer satisfaction while minimizing the impact to the bottom line.

Responsible for the quality of $2.8Bn supplied material through a newly formed team comprising of five business units in the Components segment. Responsible for the leadership of a global team to assure world class quality, supporting 37 manufacturing locations through a global supply base of 1730 suppliers.

• Development of a 'one components' mindset through the alignment of strategic goals, key performance indicators and organization design.
• Responsibility for a direct team of 65 and a managed expense budget of $6.1M
• Delivered 15% savings in Managed Expense through streamlined organization of the team while continuing to deliver a 50% reduction in defects to both Cummins plants and Customers.

Responsible for all aspects of quality from raw material through to end user across a $1.2Bn company with six global manufacturing locations and a global supply base. Reduced customer defects from 436ppm to 224ppm through the development of strategy papers and the 'Quality Transformation' initiative. Developed the synergy between the newly combined supplier and manufacturing quality organizations through the creation of common goals and role rotation.

• Key member of team that developed the businesses 'Quality Strategy' white paper.
• Utilized MBA thesis to generate a strategic framework for improvement and cultural change using the business as a case study.
• Successfully exited customer 'special status' (Supplier Improvement process) at three customers through war room focused on defect elimination.
• Significant input to the 'demand driven value network' supply chain design, developing a modular quality system to meet market specific needs.

Developed a highly successful function across six geographic manufacturing locations, resulting in the reduction of supplier related OEM defects from 211ppm to 76ppm, and incoming defects from 1047ppm to 259ppm across a supply base of 250 suppliers. 

• Redesigned the Supplier Quality Management system to ensure efficient and effective application of processes, including standardized workplans for Engineers globally.
• Developed the Supplier 'Endeavor' approach - a collaborative approach to working with the most disruptive suppliers to develop relationships, capability and performance.
• Implemented a 'Cost of Poor Quality' process, enabling circa $300k supplier recovery year on year.

Responsible for both current product and new product introduction, played a lead role in supporting the 2010 'best launch ever' initiative, developing robust supplier quality processes to develop linkages between Engineering and Suppliers to assure manufacturing capability ahead of launch. Reduced incoming material defects from 1234 to 601 through the development of the 'product quality council', providing focus and direction for improvement activities in the supply base.

Responsible for Value Analysis / Value Engineering across purchasing, products and processes. Delivered £1.1M in savings through product and process redesign, material substitution and quality improvement. Enlisted the support of the  Manufacturing Institute which identified a further £2M opportunity through adoption of modular design principles, reduction of proliferation and process efficiencies.

Responsible for all aspects of Quality for the manufacture of torsional vibration dampers for use in the on-highway truck industry. Successfully led the team to approval of a £3M fully automated production system and delivered a Six Sigma project to improve the Quality of Laser Welding saving £150k per year.

Cradle to grave accountability for key accounts leading a team of Engineers based in Shanghai in the procurement of cast and machined products. Extensive China and Korea supplier development experience culminating in a one-year expatriate role developing a machine shop and supporting processes to TS1949 standards.

Resident Engineer at Vauxhall Motors (GM) Ellesmere Port, acting as customer interface, resolving any issues within the quality and logistics functions.

Responsible for component dimensional assurance for the X400 vehicle launch (X-Type).