Secured $100 million in incremental annual revenue by directing the non-operational integration of wide-body cargo carriers, partnering with external consultants and internal leaders to identify and exploit synergies and avert redundancies, and updating executives on project progress, timing risks, and mitigations.

Championed $246 million in fuel synergies by leading fuel consumption and efficiency projects across operating divisions, locations, and aircraft types.

Won $31.7 million in annual fuel cost savings and a 1% fuel burn reduction by optimizing airspeed (variable Mach), discretionary fuel, and arrival alternates, guiding teams in B777 performance tracking, and applying data insights and calculations to standard terminal arrival routes at four airline hubs.

Saved five million gallons of aircraft fuel annually by garnering efficiency improvements through +2,000 consistently scheduled engine washes.

Earned $15 million in one-time tax incentives by leading continuous improvements, pinpointing process gaps, upgrading reporting initiatives, and relocating operations from New York to Kentucky.

Salvaged $3.7 million in aircraft part freight expenses, a 24% reduction, by joining forces with procurement, technical operations, IT, and legal stakeholders to detect and mitigate excessive spending and onboarding same- and next-day delivery shipping carriers.

Oversaw a $65 million process improvement project portfolio by launching management software to enable staff accountability and timely value realization communication to senior leadership.

Preserved $100,000 in LEAN Six Sigma training expenses by conducting two belt instructional sessions concurrently to optimize project completion while certifying 27 green belt and 10 black belt associates through the strategic assignment of champions and mentors and just-in-time education and tool delivery.

Acquired $14.7 million in fiscal approvals by crafting compelling business cases for plane modifications.

Assured on-time utilization of a 100-tonne B777 cargo aircraft with a new customer by collaborating with cross-functional stakeholders in risk mitigation and efficient project management methods.

Captured 95% in inflight credit card payment cycle time reductions, from 60 to three days, while slashing passenger charge disputes 25% and mitigating ID theft by coaching teams across in-flight operations, accounts payable, and IT to identify root causes and structure payment machine solutions.

Rescued $70,000 in time savings yearly by eliminating 26,000 request-for-update emails for aircraft part repair status and onboarding a repair ERP tool to streamline and automate operations.

Achieved $11 million in worker compensation savings annually by uncovering root causes and steering process improvements for case management, buy-out, transitional duty use, and on-site clinics.

Realized a 10-day aircraft cargo conversion cycle reduction for a major e-commerce retailer by adopting risk-averse procedures and eliminating duplicate tasks.

Incurred a seven-day part order cycle time reduction from 10 to three days by eliminating non-value-added activities discovered during an on-site kaizen event.

Improved 0.7% on-time aircraft departures in Hong Kong by mitigating defects by utilizing kaizen and LEAN methodologies and training on-site airline staff and vendors in “just-in-time” methods.

Revealed $29.3 million in aircraft auxiliary power unit (APU) cost reductions across seven airline hubs by implementing expanded infrastructure support and training, improving communications, and leading teams conducting ground operation shutdowns, equipment, vehicle purchases, and KPI monitoring.

Pinpointed 2,500 pounds of B777 and A320 aircraft weight reductions by collaborating with 35 cross-functional staff to execute detailed inventories of unused and surplus post-flight materials and designing and launching a slim-line passenger seat initiative.