2004 - Present


In December 2012, Ingersoll Rand decided to spin-off its residential and commercial security businesses. The combination of these two businesses formed a new publicly traded company called Allegion. Allegion made its debut on December 2, 2013.

Allegion specializes in security around the doorway and beyond: everything from residential and commercial locks, door closers and exit devices, steel doors and frames, to access control and workforce productivity systems. Allegion is a $2 billion business that employs more than 7,600 people and offers products in more than 120 countries across the world.



Business Leader - Retail Returns

March 2015 - Present

This is a newly created position for the company.  My main goal is to provide focus and oversight on our returns process.  This means I am establishing the processes, policies and metrics for the retail returns business which plays directly into my strengths: changing and improving the status quo.

Retail returns essentially consists of answering two questions: How do we reduce returns at the retail level and what do we do with the returned products once they arrive back at our facility.

To reduce returns I am working with my sales leaders who own the relationship with the customers and the product management business leaders.  We are working on establishing new policies with our customers as well as pursuing product changes to prevent future returns.

To handle the returns after they have arrived I have installed an assembly cell and dedicated a staff to process the returns.  Prior to setting up the line products were either scrapped or repacked and put back into stock (after passing quality and functional tests of course).

We will soon open up to additional channels for processed returns by sending product either to charities such as Habitat for Humanity or we will begin to sell them in the secondary markets via eCommerce.

Program Manager & Scrum Master - Commercial Electronics

October 2012 - March 2015

Program and Scrum manager for the Biometrics, Cards (electronic credentials) and Readers (BCR) business.  I started this role in October 2012, after a little over five years as a product manager for mechanical locks.  In this role, I lead medium to larger sized projects such as product redesigns, value engineering events, value stream events from order to cash and localizing manufacturing globally.

As a partner with the business leader, I help drive product decisions, product road maps, and the overall strategic direction of the BCR business.  I utilize Agile project methods for all of our software and firmware development.  I led the project that launched the company's first virtual credential and cloud based platform -

Product Manager - Commercial Mechanical Locks

Aug 2007 - Oct 2012

As the Portfolio / product management for Schlage and Falcon commercial mechanical locks, I oversaw $145M in annual sales. I managed all aspects of my product lines, from costs to pricing, supplier to customer.  I was responsible for the profitability of my products from "cradle to grave".

My responsibilities included determining what our customers want (their unmet needs) and then commercializing  those unmet needs into products. This enabled me to play directly into my strengths by giving me the freedom to ask the "stupid" questions and uncover what our customers were really telling us.

I was able to lead various creative activities that play right into my wheel house such as value engineering activities, determining and establishing project priorities, developing product road maps and coordinating project management activities with my counterparts in China, Taiwan, India, Mexico and the United States.

In many ways I feel like my entire career had been spent preparing for this opportunity.  I love nothing more than breaking things down and learning how the tick.  This position allowed me to do this on a daily basis not just with mechanical products by with business processes as well.

Global Supplier Quality and Development Manager

Aug 2004 - Sept 2007

When I first came into this role, there really wasn't a supplier quality and development (SQ&D) group to speak about.  We did have supplier quality engineers at our plants and supplier development engineers at the "corporate" level but to say it was a "group" would be a gross misstatement.

My first task was to pull together this disparate group into one cohesive organization.  Over the next three years, my team worked diligently to bring everyone involved in supplier quality and development together to become a real functioning global organization.

In a three year period, the SQ&D group reduced the average PPM rating for our supply base by 85% from 17,000 a month to 2,500 a month.  This was done through a shared vision and numerous on-site development activities with our suppliers where we taught and implemented lean practices in their facilities.

At the same time I reached out to my peers at the other 4 sectors of Ingersoll Rand to share what we were doing and look to leverage best practices.  I spearheaded these meetings and the result of our collaboration ultimately became the Ingersoll Rand Business Operating System for supplier quality and development throughout the company.

Company wide tools we developed and deployed were a supplier quality manual, supplier report cards, the automotive PPAP system and a supplier assessment.