OPERATIONAL SYSTEMS ACROSS THREE DESIGN TEAMS
Project Overview
PROCESS DESIGN, VENDOR MANAGEMENT, CAD MIGRATION, TEAM DEVELOPMENT
Scope
Not every contribution to a product ends up on the product. A lot of what made the physical work possible happened before any of it: the tools a team worked with, the process that caught mistakes before they hit production, the vendors who could deliver, and the people trained to keep it all running. I've repeated this pattern across three different teams.
I still love cars, but the cooler hobby is Live Steam Model Railroading. I own several steam locomotives, and I travel around the country running them at different clubs. They run on actual coal and water, just like the full-size ones. Right now I'm building tank cars, and I'm hoping to rebuild one of the engines next. Trains are just cool. Running a steam engine feels like it's alive under you. In another life I'd have been an engineer, though I'd probably have ended up designing anyway.
I transitioned Engineering from SolidWorks/PDM to Onshape, cutting annual CAD licensing costs by 80% and improving real-time collaboration with suppliers who could now access models directly instead of waiting on file exports.
I managed relationships with 15+ vendors, resolving supply delays and securing exclusivity agreements. I cut flooring costs 70% and composite costs 50% through material evaluation and resourcing, while also improving performance and cutting weight, not just cost.
At Form5 Prosthetics, I led and mentored teams of 10–20 student volunteers across four build events, reviewing designs, troubleshooting problems, and coaching students through direct interactions with users. At OHV, I trained junior engineers and Procurement staff on documentation, part numbering, Onshape, and vendor coordination.
