Your factory is drowning in data.
I teach it to make decisions.
Every plant I walk into has the same expensive problem: sensors streaming, ERPs hoarding, dashboards glowing — and still nobody can answer the one question that matters this morning. That gap between data and decision? Closing it is my entire career.
Numbers that survived the boardroom
Every metric here was validated by finance, presented to leadership, and tied to a P&L line item.
Three problems. One thread.
Data becomes information in three places: in the hands of people, in the flow of material, and at the machine itself. I've worked all three — in reverse order.
Productivity AI only counts when it's adopted, governed, and priced. I own all three: the BRD, the rollout, and the P&L story leadership reads.
- $3.5M in five-year COGS savings across 200 sites, 1,500 connected containers
- Bounty pricing model built on measured customer savings, tied to the roadmap and BRD I authored
- 900 users across English, Mandarin, Portuguese, Spanish — response time down 50%
- UX authority across all 9 platform modules, wireframed in Figma, reviewed with 4 product owners
- $1.6M ARR plus $2.2M in connected-device subscription income
A connected supply chain is a change-management problem wearing a technology costume. I run both halves — and I get the change to stick.
- Prosci certified — ADKAR plans with CEO, CDO, and GM sponsorship; 95%+ sustained tool adoption
- AI governance first — RBAC/SSO inheritance, read-only data, no privileged actions, no cross-site access
- +$1.5M/year from North America freight and inventory network redesign
- $35M gap closed — audited 1,478 field assets in two months via SQL root-cause analysis
- 3 digital flagships established as global rollout template; support tickets down 37%
- Team of 12 cross-functional reports including 4 product owners
Lean, TPS, greenfield builds, robotics, defect reduction. This is why I can talk cycle time with a plant manager and architecture with a CDO in the same afternoon.
- $54M greenfield sub-assembly facility for a global automotive OEM — 15 engineers, 7 vendors
- $4.86M CAPEX program adding 100,000 units/year of lamination capacity
- 12.24% productivity gain across 4 plants from pan-India defect-reduction program
- Robotic work cell removing 7 man-hours/day ($48,920/year saved); alt-sourcing cut $212K/year
From the shopfloor to the boardroom
The story reads backwards: I started where data is born, studied how to connect it, then commercialized the connection.
The Shopfloor
Automotive Glass Manufacturer · Chennai, India
Built a $54M greenfield facility. Standardized CNC across 5 plants (+26% production). Three consecutive Best Kaizen awards. Learned that every digital transformation starts with understanding what happens at the machine.
The Research Bridge
NC State University · Raleigh, NC
M.S. Industrial & Systems Engineering (Smart Manufacturing). Outstanding Master's Student of the Year. Published smart-factory research at SME NAMRC 50. Bridged the gap between shopfloor intuition and scalable architecture.
Commercialization
Global Specialty-Chemicals Manufacturer · Memphis, TN
Three promotions in three years. Leading a team of 12 across a ~$250M North America operation. Owns product strategy and go-to-market for the connected inventory platform. Turned research into revenue.
How I think about the work
Change management is product work.
Certified Prosci practitioner. Every rollout runs an ADKAR plan with executive sponsorship. If people don't use it, you didn't ship it.
Governance before capability.
I defined strict AI boundaries — RBAC, SSO inheritance, read-only data, no privileged actions — before scaling to a single user. Trust is the product.
Build what you commercialize.
The architecture behind the inventory platform is the exact one I researched, published, and brought to revenue. I don't hand off what I don't understand.
Price to the P&L.
Bounty model built on measured savings. If the customer doesn't save, we don't charge. Alignment isn't a slide — it's the pricing page.