7 years shipping $100M+ automation and hardware platforms end-to-end - designing the systems, owning the roadmap, and running the rollout. Deep engineering hands, product ownership instincts, and the dashboards to prove either one worked.
I work at the seam between engineering and product. Over 7 years across Amazon, Elan Technologies, Vizgen, and Flex Ltd., I've owned systems from concept sketches through production handoff and scaled rollout - designing SolidWorks fixtures and CAD layouts on one side of the desk, and running roadmap, VOC discovery, and VP-level business cases on the other.
I'm strong at translating operational complexity into dev-ready decisions, partnering across engineering, ops, and vendors, and shipping the dashboards that prove things worked. Because I've been the engineer building it and the owner steering it, I can pressure-test technical assumptions with the team - not just wave at them from a Miro board.
I'm open to Senior Product Manager roles and Senior Engineering roles (Manufacturing, Industrial, Mechanical Design, Process, TPM, Project Engineer) - anywhere product ownership and hands-on engineering both matter.
Each role shows what I built and owned, what I'd bring to your team, and how I grew along the way - engineering, product, and everything in between.
Two $100M+ enterprise automation platforms, strategy to launch in 9 months each. On the engineering side: AutoCAD layouts, Flexsim simulation, AMR/ASRS/conveyor integration, MES architecture, and MILP-based resource allocation logic. On the product side: roadmap and backlog across 11+ stakeholders, business case via MOST/CapEx/OpEx/NPV modeling, and VP-level funding approval. Also shipped an AWS Industry 4.0 predictive intelligence product that took WIP downtime from 18% → 7% in 4 months and lifted efficiency from 72% → 87% across a 400+ vehicle fleet.
Enterprise-scale readiness on either side of the seam. For a product role: roadmap, backlog, user stories, VOC-driven discovery, business case defense, and product-health dashboards. For an engineering role: system architecture, CapEx program leadership, facility layout, automation integration, and cross-functional program execution across 11+ teams. Either way, you get someone who can pressure-test the technical decisions with the team building them.
Amazon was the first time I operated at true enterprise scale - 12 sites, $100M+ budgets, real downstream consequences. I grew significantly in systems thinking and moved from "engineer who uses data" to "engineer who builds data infrastructure and owns the funding case for it." The AI battery and supply chain tools were the moment engineering and product ownership stopped being separate hats for me.
A $350K hardware NPI program from first SolidWorks sketch through 3D-print prototyping, raw material selection, system integration, and IQ/OQ/PQ qualification. I designed the fixtures and jigs for a semi-automated assembly line with computer-vision qualification and used pFMEA, DOE, and SPC to cut defects by 20% and lift OEE by 5%. On the product side, I shipped Power BI and Tableau dashboards that turned Six Sigma insights into a prioritized backlog and built the ROI case for each CI investment - 10% CapEx savings, 5% OpEx reduction.
Full NPI lifecycle fluency - I know the design work, the DFM tolerances, the validation gates, and the documentation regulated environments require. For a product role: KPI definition, in-line telemetry as a feedback loop, and translating engineering data into decisions leadership can act on. For an engineering role: mechanical design, tooling, DFM/DFA, and process capability analysis end-to-end.
Elan sharpened my DFM instincts and taught me that dashboards and telemetry are features - not afterthoughts. Working in a medical device context meant every tolerance decision had to be documented and defensible, and every improvement had to earn its place in the backlog. That discipline of defining success metrics up front is core to how I approach any new problem now.
Joined the founding manufacturing engineering team - built a production line from zero. Procured and validated equipment, trained robotic arms, established a preventive maintenance program, and shipped Power BI / SQL dashboards on MES telemetry that gave leadership real-time KPIs. Ran pFMEA, DOE, and structured RCA (Fishbone, DMAIC, 8D) to isolate root causes - delivering a 32% reduction in operational errors. Owned the change management lifecycle end-to-end (ECOs, CAPAs, training plans under ISO 9001).
0-to-1 instincts, whether the role is engineering or product. I can operate when the line doesn't exist yet, the metrics haven't been defined, and the playbook has to be written while executing on it. Comfortable standing up SOPs, dashboards, and KPIs from scratch, and prioritizing the right investments when there's nothing to inherit.
Vizgen taught me how to operate when there's no roadmap. Wearing product, quality, and process hats simultaneously stretched me from single-discipline thinking into genuine cross-functional ownership - and gave me a much stronger appreciation for documentation and repeatability.
NPI end-to-end through peak COVID - 2D/CAD design, FEA, prototyping, contract-manufacturer RFQs, procurement, and qualification - while balancing shifting customer demand against supply chain constraints. Led a $200K workflow optimization initiative using JIRA, Gantt, VSM, and SQL/Power BI/Minitab-driven ETL analysis; facilitated RFQs for 100,000+ custom circuit boards and chips - cutting waste costs by 22%.
Foundational NPI, mechanical design, and supply chain fluency. I understand how procurement, supplier timelines, and qualification gates interact with engineering and product decisions - so I don't design roadmaps (or components) that ignore the physics of hardware. Strong at using structured tools (JIRA, Gantt, VSM) to keep concurrent workstreams honest.
Flex is where I learned that good engineering and good project management are inseparable. A technically sound design that misses its window or blows its budget is not a success. Working with JIRA and cross-functional teams early gave me a structured approach I've carried into every role since.
Reverse-engineered product design and manufacturing issues, running test cycles and owning vendor RFQ, CAPA, and ECO workstreams. First exposure to a regulated medical-device product environment - and the paper trail every decision requires.
Optimized equipment utilization and facility layout and built a data-driven maintenance tracking system that cut equipment breakdowns by 18%, saving up to $10,000 per quarter in service and repair costs.
Handled two classes of 120+ students, led coaching, conducted exams, and ran mentoring sessions to help students upskill in mechanical engineering under Distinguished Prof. Yiannis Levendis and Prof. Monish Upmanyu.
Owned product development across engineering, feasibility, and launch planning - sequencing release phases against market demand and product readiness to optimize time-to-market for a robotics solution helping elderly people move required items.
Two strong arms: hands-on engineering and product ownership. Both featured below because both are real - and hiring for either one gets you both.
A selection of what I've designed, owned, and delivered - systems on one side, platforms on the other.
Published research from earlier in my career, plus context on work eligibility.
Open to Senior Product Manager roles and Senior Engineering roles - Manufacturing, Industrial, Mechanical Design, Process, TPM, or Project Engineer. Available to start immediately.