Career

Leader

Leaders need to exist at all levels of an organization. I learned this early and because a leader in all departments I worked within. Here are a few examples:

• In my first 6 months, I managed field campaigns for Southern California electric utilities and served as the de facto supervisor for the auditors as a Quality Engineer.
• I earned the role of Technical Sales Manager in the company minimum 5 years experience for a management role. In this role, I learned the importance of connecting with my employees, supporting them, goal setting, coaching, providing feedback, and working with my co-managers.
• I was promoted to the role of Regional Manager for Sales Operations the first time I applied. This role allowed me to refine my management skills of those who managed teams themselves. It helped me take a step back from the tactical, and focus more strategically where my interests lie.
• I identified issues with career progression for my direct reports as a Technical Sales Manager, presented to the leadership team, and helped create and advocate a new, merit based career path.
• I was selected to be a member of Altec’s Preserve and Enhance the Culture team, one of the three teams created to achieve the top 3 corporate objectives.
• I was a mentor in the inaugural year of the Altec Mentorship Program

Strategist

I have used the following methodologies to approach specific problems and/or organizational changes throughout my career:

• Strategic Planning including SWOT analysis as a member of Sales Operations leadership
• OKR’s as outlined by John Doerr as a member of the a team supporting one of Altec’s 3 overall Objectives, Preserve and Enhance the Culture
• 4 Disciplines of Execution as outlined by McChesney, Covey, & Huling to implement departmental and facility goals for multi-million dollar operation
• Value Stream Mapping to identify wastes to be eliminated for both white collar and production value streams
• Forecasted expenses and revenue in creating budgets and managed to a budget for my team

Change Management

I learned about Lean manufacturing and the concepts of TPS in college. I first put them into application as an engineer, but carried the ideas into my management roles. Some of the principles I have found most useful.

• There needs to be an eager want in those affected by the change. To that end, engaging them and discussing why change is needed is the only place to start
• Change is invariably tied to loss, so one must use empathy to encourage adoption
• Building a cross-functional team including those directly affected by the change is critical when doing Kaizen events or Sprints
• Failure Mode Affects Analysis and Control Plans are effective in preventing issues in repeat processes
• The 8D methodology is highly effective in quickly stopping repeat issues and permanently resolving root cause