Why Would I be a Great Addition to Your Team?

First of all, with my experience in Quality I’ve looked at a lot of different kinds of datasets. Fiscal, manufacturing, lab data, you name it. I’m curious, driven, and I love utilizing the latest technology. During my time as a manager, I’ve led and completed numerous projects to improve my department, company communication, and massive overhauls to processes. I am fully capable of working unsupervised on projects of all sizes, as well as collaborating across multiple departments/organizations. Former managers and directors have credited me with a positive attitude that enhances camaraderie in groups.

Key Performance Indicators

Here are some examples of KPIs I’ve monitored and acted on throughout my career:

- Age of Pending and Time to Disposition percentage rates in District and Justice Courts

- Fiscal KPIs based on deviations per million dollars in revenue

- Manufacturing KPIs based on defects per units run

- Lab safety KPIs based on environmental monitoring results paired with equipment tolerances testing

I’ve taken all of these data types and generated reports that identify issues and provide solutions. Many times, I’ve been the one spearheading the process changes and continued trending to verify that the changes were effective. As a manager, I’ve had to present these reports to stakeholders as well as executive leadership. At Innovative Labs, these process improvements went so far as to force a shift in company culture.

Collaboration

Collaboration is key to any project being completed successfully, especially those involving company culture shifts. Take Quality for example. Quality has another key stakeholder they’re working with to implement change. For manufacturing, I’d work with a Production Manager or Director. For the lab, I’d work with either a department manager or Lab Operations Manager. Additionally, regulatory needs are another key part of the process that have to be identified and addressed. Some companies do have their own regulatory team that will be available, but in smaller companies, I would cover those requirements myself. But ultimately, when you’re working with government regulations as part of your collaboration - whether it’s the FDA in the US, Health Canada, or TGA in Australia - you have some sizable obligations to meet.

It’s vital to be able to work closely with others so you can fully understand their ideas and needs, how those compare to Quality’s ideas and needs, as well as how regulations require those needs to be met. If your fail to collaborate with the other stakeholders in the process, you will wind up with a process that doesn’t work for your company, or a process that doesn’t work for the regulatory body. You must be able to pick up ideas quickly and spread the key bits to those you’re collaborating with.

Disseminate and Train

I feel one of my most important skills is the ability to break down large processes or ideas into quick, bite-sized concepts. Data can drive good change, but only if those that look at the data correctly inform those around them what the data means. I’ve utilized this skill to present action plans to C-level leadership. I’ve also used this to prepare my team and others to upcoming changes and new concepts. For well over half of my career, I’ve taken new ideas and turned them into effective trainings across multiple companies. Whether it be new employee trainings, which were proven to not only prepare employees faster and more consistently to start their responsibilities, it also led to a decrease in rework due to employee error.

I’ve written and presented numerous yearly Good Manufacturing Practices trainings, as well as collaborated with others to develop other trainings for critical processes and employee safety. Rest assured that if I learn something, I am more than capable of transforming that information into knowledge for my peers or my superiors.