Professional Experience
2021 – Present
Fluence Energy
Senior Product Manager
2021 – Present
Fluence is solving the problem of energy storage to aid conversion to renewable energy sources – my profitability team spans the entire product / services portfolio.

Fast Company: 2021 Top 10 Innovation
Last year, Fluence sold $1B worth of energy storage equipment around the world, helping grids avoid dirty coal-burning “peaker” power plants.
2018 – 2020
II-VI Incorporated
Product Line Manager
2018 – 2020
Market definition role responsible for metrics like product growth, revenue and profit goals, roadmap and specification development, strategic account oversight, and global marketing strategy for VCSEL lasers.
- On-boarded two lead customers to new flagship laser VCSEL product line – $100M projected revenue over 5Y. Responsible for complete product definition, customer inputs, and performance-price roadmap for new-to-world technical offering.
- Eliminated inherent eye-safety risk (largest barrier to market adoption) by prioritizing component integration; reduced customer layout space 61%, increased product margin 19%. Strong IP protection prevents commoditization.
- Introduced new go-to-market strategy; partnered with key sensor vendor, released an ‘approved reference design’ with custom packaged VCSEL laser – anticipated $10M in revenue over 2Y in consumer mobile space.
- Launched new VCSEL laser into automotive space; new in-cabin sensing platform with planned 10Y roadmap, 60%+ contribution margin. Satisfied demanding internal and external automotive audits with difficult customer.
- Avoided 8% margin erosion by creating a product cost-out roadmap for a commodity product that aligned with negotiated customer price reduction targets.
- ‘Pruned’ product line offerings, increased portfolio margin 11%; performed data analysis to identify and isolate products that didn’t align with growth-strategy or adjacent product pull-through. Managed legacy product EOL, maintained 100% uptime for customers.
2013 – 2018
Eaton
Director of Engineering
2013 – 2018
Organized and led all product development functions for the Enclosures Division: New Product Design (NPD), Engineer-to-Order (ETO), and Product Cost Reduction (VA/VE).
- Overhauled Engineer-to-Order process with standardized Lean Six Sigma methods:
- Reduced leadtime by 55%
- Increased sales 36% YOY to $4M in Y1
- Implemented quality gating system, improved first-time yields by 28%
- NPD champion, grew vitality sales ($35M sales, 29% growth) across four product lines.
- Defined multigenerational product roadmaps for evolution of decades-old consumer lines.
- Executed DFM project to reduce 21% material and 38% labor cost on a $4M flagship line. 3 patents awarded.
- Created and implemented tiered engineering career path ladders, succession plans, individualized development plans, and organizational capability assessments.
2012 – 2013
Eaton
Engineering Manager
2012 – 2013
Spearheaded material and labor reduction (VA/VE) projects with Supply Chain, Operations, Engineering, and Product Managers. Established VA/VE team; implemented a change-based culture to long-dormant product lines.
- Strategic oversight for $4.0M cost-out P&L (3% COGS) across seven production sites.
- Key transition member during M&A process. Partnered with technical leads in other divisions to identify $2.4M in actionable synergy cost-out projects.
- Lean 6 Sigma integration; reduced COGS 1.5% through labor efficiencies without sacrificing quality or leadtime.
2003 – 2012
Emerson
Senior Design Engineer
2003 – 2012
Design lead for a global project team, responsible for consolidating pressure regulator products obtained through acquisitions with legacy products to form a unified platform for the Oil and Gas industry. Led two Chinese design teams; mentoring, managing deliverables, driving consistent vision.
- Executed 6 year initiative to reorganize product architecture for mid-tier platform. Formulated the design and intellectual property (IP) process for new products resulting in 14 patents awarded.
- Converted legacy offerings from 20 disparate designs to unified portfolio with 6 high-margin designs: $21M increase in globally served markets, 63% supplier reduction, 54% component reduction, 28% margin increase.
- Led two Chinese product design teams; mentoring, managing deliverables, driving consistent vision.
2002 – 2003
Molex
Design Engineer
2002 – 2003
Outsourced several flagship product lines to off-shore assembly houses. Responsible for the transfer of all processes, intellectual property, and on-site qualification of all manufacturing methods.
Implemented fail-safe methods to meet customer’s stringent expectations for aesthetics and quality.
1999 – 2002
Alcatel
Associate Design Engineer
1999 – 2002
Responsible for designing circuit board assembly tooling; reduced both cycle time and handling defects.