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.
At OHV, I built the company's first Engineering Change Notice process from scratch, coordinating review across Design, Engineering, Procurement, and Production. Before this, changes shipped without a shared record of what changed or why. At Integrated Engineering, I rebuilt and managed the prototyping lab through equipment purchases, machinery upgrades, and standardized procedures, reducing failed prints and turnaround time. I implemented 5S standards and created technical guides covering 3D printing, 3D scanning, post-processing, and equipment operation so the lab ran consistently without depending on one person's knowledge.
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.
