|My work experience is full of rich managerial and entrepreneurial experiences dealing in both business and product development. Below is a description of my past jobs beginning with the most recent.|
|Global Product Developer, ATL Technology, Springville, UT Project Manager Product Manager Senior Design Engineer Quality Engineer Business Development||
October 2005 - Present
At ATL I have many responsibilities. I manage projects and coordinate efforts between US customers, US ATL design facilities, China ATL design facilities and external suppliers and contractors. I work as the senior design engineer on many projects where I am responsible for the form, fit and function of the parts and assemblies. This includes CAD work, detailing drawings, material selection, and managing a document control center with engineering change orders (ECO). After a product is in production, I work as a quality engineer to establish ongoing reliability tests (ORT) and to resolve problems found during incoming quality control (IQC) and outgoing quality control (OQC). I work closely with customers to manage their expectations and review pricing and minimum order quantities. Traveling to visit existing and new customers to find new business opportunities is also a common occurrence for me at ATL.
At ATL, I have also developed a document control system with a written and established ECO process. I coordinated the efforts of many employees to develop a standard method for storing data so that it is easy to find. I developed an Access database used for tracking hours spent working on projects so that ATL can better understand its costs as they relate to projects. I also provide training to other employees on project management best practices as well as design and drawing best practices.
|Product Manager, Dynix, Provo, Utah Technical Product Manager Product Manager||
July 2004 - August 2005
I had enjoyed my time in Operations as a customer support manager but wanted
to use more of the product development skills I learned in school. I
felt like the company was not getting the most out of me. In July 2004
a product manager position became available at Dynix. I applied and
was offered the job. I took it and said good-bye to my friends in
I began work in Product Management as a Product Manager. During this time I was in charge of making sure that everything was ready to go by the time a product shipped. In this new position I was able to leverage my relationships I had developed while in Operations to create a master plan for product release. During my time in this position the company shipped two products. Thanks to my schedule the product went through a successful beta test and shipped on time. Dynix staff were fully prepared to implement and support the products when they shipped. This position was also a wonderful opportunity to see how all the departments in a company work together to achieve a common goal.
Because my assigned duties didn't take up all of my time I took it upon myself to work with individuals in other departments to resolve issues that need attention from Product Management. I would perform interviews, gather data, write reports, make recommendations and deliver it to upper management so that they could make decisions and establish new policy.
After 6 months as a Product Manager Dynix had need for a Technical Product Manager. I was approached by my boss (the VP of Product Management) and asked if I would help out by taking the position. After accepting the position I began work designing a brand new software module to be included in next major release of Dynix's flagship product. I worked with customers, gathered data, and did research. I distilled all of this information into functional requirements, use cases and user stories. I worked with Engineering to take the documentation I had developed and produce functioning software.
During last two months of my time at Dynix, Sirsi (Dynix's largest competitor) bought Dynix. My position was eliminated as a part of merger. However, the software that I designed and documented will still ship in Q4 of 2005.
|Senior Manager, Dynix, Provo, Utah Manager of Multiple North American Customer Support Groups||
February 2004 - June 2004
Almost a year after I as hired at Dynix I was promoted to Senior Manager and
was put in charge of two teams. Managing two teams was a much larger
challenge than managing one. However, I once again put my head down
and began implementing the same changes to my new team that I had made to my
first team. Once these changes began to take hold I turned my
attention to bigger departmental problems that were holding back my teams'
performance. The biggest of these was the lack of data that mangers
and staff could use to help manage their work.
After evaluating the need and the possible solutions I approached my boss (the COO) to ask for some funds to purchase the needed software to provide a solution to the problem. I was told that there was no money for that type of expenditure. Instead of throwing my hands up and quitting I reevaluated the possible solutions. The only option was to home grow a system. I didn't want to take any of my resources off of customer issues to develop the system so I decided I would do it myself. Over the course of the next few months I learned Microsoft Access, I hooked it into Dynix's customer database, people soft database and phone system and I coded my own reporting tools.
These tools provided timely statistics to my staff and became the life blood of how my teams did their work. These reports allowed my staff to work more efficiently cutting their backlog of work in half and provided them with the data they needed to make their own decisions. They were empowered to do their work and it showed in there performance.
|Manager, Dynix, Provo, Utah Manager of one North American Customer Support Group||March 2003 - February 2004|
When I took this job I had recently finished school and my daughter was in
the hospital. She was born 15 weeks premature and weighed only 1 pound
5 ounces. Because my daughter was in the hospital I couldn't leave the
state and I needed a job quickly for medical benefits. This severely
limited my job opportunities as I could only look locally for a job.
Working in software was not where I had hopped to begin my career but the
timing was right and the company was located close to home. I wasn't
thrilled with the idea of managing a customer support group but I decide to
take the job, work hard, gain some job experience and see where it took me.
When I was hired Dynix was in a turnaround mode. They had seen several years of declining performance and brought in a new CEO a year before I was hired to turn the company around. I was a part of the operations department of the company and managed the support group for the flagship product of the company. As soon as I began work I was hit with all kinds of customer service problems. Many people, including many of my own team, said that the problems had existed for years and I would not be able to do anything to fix them without hiring more people. Three weeks later I was forced to let someone go due to a reduction in force. This was a big blow to the morale of my team. Regardless, I put my head down and went to work applying my skills to the problems at hand.
I first learned how things worked so that I could understand what it was that I was about to fix. I then adopted a theme of standardization. I made it my goal to eliminated all variance from the system while streamlining processes. And it worked! I developed documentation to describe the services Dynix provided so that both staff and customers were clear on the subject. I eliminated steps in processes that served no purpose. I changed the hours of operation to better use my people and create a stronger team dynamic. My team was amazed at the change that they were able to bring about due to these changes and many others I made. They were a great group of people to work with who deserve a lot of credit for the work they did. And they did it all with one person less than they had when I started working at Dynix.
|Consultant, Governor Mike O. Leavitt, Salt Lake City, Utah Industry Analyst and Strategic Consultant||
April 2001 - August 2001
|At this job I worked as a consultant for Governor Mike Leavitt of the State of Utah on his Utah Silicon Valley Alliance initiative. This continuing initiative is aimed at developing the greater Salt Lake City area into a high technology center similar to the greater San Francisco area. During my time with the governor I worked with several other MBA interns to analyze different industries (some high tech, some not) and identify key players in each industry for the purposes of recruitment to the state. During the summer of 2001, my team put together three reports for the Governor. These three reports covered system on a chip technology, the video game industry, and the sports industry. The system on a chip and video games reports can be downloaded in a PDF format by clicking the images below.|
|The purpose of these reports was two fold. First, they were intended to give State officials a thorough understanding of each industry. Second, they were intended to help prepare State officials to recruit high tech businesses to the State of Utah. Through my research of the development of different high tech centers around the world I discovered that recruiting businesses to the State of Utah was not the best way to go about growing Salt Lake City into a high tech center. All other high tech centers around the world were home grown from businesses started in their various locations. As a result of this discovery, I, and some of the other interns, convinced our supervisor to let us write a report that outlined a new strategy for developing Utah into a high tech center. After much persuasion, we were finally given permission to do so. Because I was deeply involved in the video game report at the time we were granted permission, I was not able to help in the actual writing of the report. However, I actively participated in all of the meetings within which this new strategy was developed. For this reason my name does not appear on this report despite the fact that I contributed to its development. This report can be downloaded in a PDF format by clicking on the image below.|
|This job taught me a lot about the importance of looking beyond an assigned task. Although I was hired to do one job, I was able to contribute so much more by keeping my eyes open, studying the information available to me, and speaking out when I didn't agree with something. Please call any time to further discuss my experiences working for Governor Leavitt.|
|Product Development Consultant, Air Concepts Industries, Ontario, CA Development of a New Consumer Product||
January 2001 - April 2001
This experience began as a class project, but turned into much more.
As an assignment for one of my product development classes during the winter
semester 2001, my classmates and I were given the task of designing a new
product. The final deliverable for this assignment was to be a
document that detailed the development of a new product from conception, through
concept generation and screening (including a business analysis). The
document was to contain everything necessary to begin pre-production
prototyping. The idea was to teach us how to make decisions about the
potential of future products without the need for heavy financial
I wanted to make my experience as real as possible so I began calling companies that design and manufacture paintball products (paintball is a hobby of mine). I wanted to find someone in industry who would be willing to review my teams documentation and offer advice. After contacting and reaching an agreement with Air Concepts Industries (ACI) in Southern California, I formed a team and began working. When we delivered the final documentation to ACI in April of 2001 we were praised for our outstanding work.
This job/experience taught me the importance of good leadership and excellent communication. Because many of my team members had never even seen a paintball before, my leadership was the key element that allowed us to succeed at developing a new paintball product. My leadership skills grew from this experience. In addition, I learned the importance of communicating with upper management (in this case ACI). I learned to create an environment where ideas could be discussed openly and all the people involved (and their ideas) were treated equally. This is not always an easy task when using a phone to make conference calls.
This experience also taught me the importance of performing a business analysis as early as possible to ensure that there will be a return on moving a product from idea, to production, and to the market. I also learned the importance of speaking with suppliers of parts and materials early to get their feedback and include there ideas. Please call any time to further discuss my experiences working with ACI.
|Product Engineer, Strong Consulting, Provo, UT Design and Development of a Collapsible Jogging Trampoline||
July 2000 - September 2000
This project was originally hired out to a group of
three students. Because the employer of this group was not satisfied
with the work being produced, I was brought in and given complete control of
the project. I quickly realized that the original three team members
were not needed and I let them go. Information on my efforts and
pictures of the product that I developed and that is currently being sold to
the public can be found by clicking here.
One of the things I learned from this job was the importance of good documentation. Upon completing this project I produced a packet of information that was given to the overseas manufacturer to guide them through production. Please call any time to further discuss my experiences designing this product.
|Manger, B.L.O.C.K.S., Spanish Fork, UT Manager and Head Instructor of a Martial Arts Studio||
February 1997 - July 2000
Although I never worked a full time job between my undergraduate and
graduate educations, this job was richer with managerial experience than the
jobs held by most of my graduate school classmates. In other words, I
know that I am better prepared for the workforce than any other MBA graduate
out there. Although I was carrying a full load of classes, I managed
the Bobby Lawrence Karate Training Center in Spanish Fork, Utah for three
and a half years. Between this full time job and my class load the
only thing that suffered was my sleep.
As manger of this karate studio, I took care of managing other employees, dealt with marketing and customer relations, developed new products/services, and increased revenues by 500% through increased enrollment with minimal increase to expenses. I also handled a change in ownership when the studio was purchased by F.I.S.T.
My experiences here are some of my most valuable assets. Please call any time to further discuss my experiences working for B.L.O.C.K.S. and F.I.S.T. The martial arts have been a hobby of mine for many years. More information ,as well as some pictures, of my personal experiences in the martial arts can be found by clicking here.