Bridging the gap between
R&D and Mass Production.

P&G’s Febreze Plug portfolio required urgent cost-down execution under a leadership mandate, while maintaining launch timelines across thousands of SKUs and global supplier networks. As the final operational gate before customer delivery, any misstep would have resulted in launch delays, missed ship dates, margin erosion, and strained key customer relationships.

Lead and synchronize 8–12 concurrent cost-reduction initiatives across material redesign, supplier alignment, and production validation—prioritizing high-impact savings without destabilizing production readiness or compromising quality.

Structured initiative prioritization based on financial impact, downstream timeline risk, and supplier constraints, elevating workstreams that could block full portfolio delivery. Operated within a weekly cross-functional execution cadence with formal validation gates and tracked savings rigorously. Mitigated supplier-driven delays by building strong relationships, directly negotiating timeline accelerations, and parallel-validating multiple initiatives to recover lost time. Balanced tradeoffs between speed and supplier leverage, and cost reduction versus validation rigor, presenting data-driven rationales to leadership to expedite decisions while maintaining technical integrity. Leveraged existing packaging platforms strategically to reduce testing complexity and compress validation timelines.

Delivered $1.9M+ in annualized savings across the portfolio with zero launch disruptions, preserved start-of-ship commitments, and strengthened execution reliability within the division. Demonstrated the ability to protect margin and operational stability simultaneously at scale, operating at the final mile before customer delivery.

Tesla Energy teams relied on fragmented OKR tracking approaches that created single points of failure, limited cross-team visibility, and inconsistent execution signals for leadership, reducing confidence in planning and prioritization decisions.

Create a scalable, decision-ready OKR structure that could operate across Tesla Energy, improve accountability and reporting clarity, and enable leadership to confidently assess execution risk and capacity priorities.

Led a bottom-up redesign of Tesla Energy’s OKR application by gathering input from engineers, managers, and site leadership; iteratively developing a V2 OKR framework that shifted ownership from champion-driven tracking to team-based execution; evaluating internal and external tooling options through cost and adoption trade studies; and implementing a Jira/Confluence-driven execution and downtime calendar as a single source of truth through pilot testing, experimentation, and stakeholder negotiation.

Secured full leadership buy-in and launched a site-wide pilot across Tesla Energy, establishing a unified OKR framework that improved execution consistency, accelerated leadership reviews, and enabled clearer prioritization and planning decisions at scale.

Rivian was scaling a battery cell pilot facility with significant tool interdependencies, constrained utilities, and aggressive capital timelines. Startup sequencing required precise coordination across engineering, facilities, and external contractors to avoid cascading delays.

Support readiness across a 300+ tool ecosystem by maintaining deployment ownership logs, tracking install dependencies, and ensuring utilities alignment while contributing to layout optimization and flow efficiency.

Owned and maintained the centralized tool deployment matrix, tracking ownership, install sequencing, and readiness parameters as new labs were brought online. Partnered directly with contractors and facilities teams to map utility requirements (power, HVAC, compressed air, etc.), define tool-level constraints, and monitor install readiness. Updated AutoCAD layouts in real time to reflect tool moves and configuration changes, and designed a new raw material storage space that optimized footprint and cost efficiency under space and resource constraints. Separately contributed to a line-efficiency project at another facility by identifying process inefficiencies that supported a 20% scrap-cost reduction initiative.

Contributed to on-time startup of a $250M+ pilot facility by improving visibility across tool dependencies and utilities readiness, reducing coordination friction during deployment. Demonstrated the ability to operate within high-capex, ambiguous environments while navigating cross-functional pressure and complex system constraints.