Don’s Work Details

 

This page is a pretty detailed history of the many places I’ve worked at around the world, as well as most of the different things that I’ve worked on since the late 60’s. Amazing when you look back at it…

 

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DATES

Component or Business
Location, Manager

Position

1967-1970

Several Hotels & Restaurants;
Family Businesses
Bournemouth, England

High School & Summer Jobs

·  Worked Hotel & Restaurant kitchen jobs.

·  Maintained gardens with my father’s landscaping business

·  Apprentice Electronics Technician at my uncle’s store

 

Dec 1970
Oct 1977

British Army;

Royal Corps of Signals

Communications Operator

·  Established and operated military radio networks in England, Northern Ireland and West Germany.

·  Graduated with High Honors from the Army Apprentices College.   

Responsibilities:

·  Maintenance & Operation of military armored vehicles and various radio, teleprinter, and FAX equipment.

·  Promoted in May 1975; placed in charge of a 3-man independent detachment reporting to a Brigade-level Officer.

 

Sep 1977
Apr 1978

Control Data Institute, London
      Computer Maintenance School

Scholar

·  Maintenance and Programming of various computer equipment.
UK Government-sponsored Trade School.

·  Graduated with High Honors.

 

Apr 1978
Nov 1981

Burroughs Corp.

Midland Bank HQ, London
      Eric Burnett

HQ, World Bank, Washington D.C.
      Jack Curtis

Computer Field Service Engineer

·  Maintenance of mainframe CPU's & intelligent peripherals. Developed diagnostic software.     

Responsibilities:

·  Overall responsibility for large computer installations at the headquarters of The Midland Bank in London, England, and at the World Bank headquarters in Washington, DC

·  Provide leadership, training & direction to teams of FE’s.

 

Nov 1981
Mar 1985

Fairchild Corp., Maryland
      Ken Grish

Software Engineer

·  Designed/implemented embedded real-time control applications:

Avionics Reconnaissance Sensor Control Subsystem

MIL-STD-1553 Bus Control & Monitoring Unit

16Mbps Satellite TDMA Communications Encryption System

Remote-site Diagnostics Package for a large communications network   

Responsibilities:

·  Lead Engineer for teams of up to 8 software engineers. Responsible for overall systems and software design, timely delivery of high-quality product software, planning and coordinating team members' work, training and technical reviews of team members & other engineers, and configuration management of all project software.

 

Mar 1985
Jan 1987

Creative Logic Software,
  Washington ,D.C. area
      (Self-employed)

Consultant

·  Designed and implemented real-time software programs:

a custom BIOS for an IBM-PC compatible service training computer, upgrades for a communications encryption unit and a communications message switching system.

·  Analyzed and documented real-time software for several subsystems of a TDMA communications node.

·  Developed a custom computer accounting system & provided training services for a State Government Health Department.

·  Developed real-time software to provide service tools for calibration and installation of an X-Ray ADVANTX Diagnostic Imaging positioning device (the 8835 Spot-filmer).

Responsibilities:

·  Managed a successful independent business providing varied computing services to several different companies.

 

Jan 1987
Jul 1990

GE Medical Systems, X-Ray
  Waukesha, Wisconsin
      John Raker

Senior Software Systems Analyst

·  Software team leader for several positioning devices for the ADVANTX product line. This is a large X-Ray diagnostic imaging control system (over 5MM lines of code) with a networked multi-processor/multi-tasking architecture. The positioner subsystem architecture is based on Intel 80x86 µ-processors, with up to 100,000 lines of PLM-86 code in each device.
Team leader of up to 8 software engineers with several suppliers to develop real-time software for applications, diagnostics and calibration for each positioning device.

·  Lead role in the software group for redefining and improving critical processes for software design and development.

·  Software coordinator for Model Period 7, a major ADVANTX product release, planning/executing all software deliverables. Drove significant process improvements related to this position; coordinated and directed the activities of 25 engineers, as well as communicating all software needs and issues to cross-functional groups (Mktg, Mfg, Svc, etc.)  

Responsibilities:

·  Technical/project leadership of varied software developments over a 3½ year period in a number of areas of the ADVANTX
X-Ray control software system with teams of up to 25 engineers.

 

Jul 1990
Apr 1994

GE Medical Systems, X-Ray
  Waukesha, Wisconsin
      John Raker
      Wes Klages
      Claude Benchimol
      Emmanuel Derome

Engineering Functional Manager

·  Rebuilt X-Ray group software staff, hiring 20 engineers in 1 year.

·  Led continued software development process improvements; ISO-9001 process representative for software group.

·  Developed reorganization concepts for group, including software cluster subgroups and leaders.

·  Resolved issues with several poor performers in my group.

·  Functionally responsible for many concurrent software projects.  

Responsibilities:

·  America’s pole software deliverables for all projects in R&F/Mobile businesses, as well as Apollo and InSite projects.

·  Concurrent TC program leadership responsibility (see below).

·  Up to 15 people in my functional unit; developed plans and work assignments, performance appraisals, salary plans, budgets, & other administrative tasks.

 

Jul 1993
Jul 1996

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Bob Hauck
      Paul Hartke
      Srini Seshadri (dotted line)
      Dow Wilson (dotted line)

R&F Program Management:    
            TC Program LPI

·  New Product program team leader, developing and introducing the Tilt-C, a new type of X-Ray system for clinical & surgical Interventional Procedures.

·  New entry to $1,50MM+ market for GEMS.

·  3-year/$7MM+ development, with a cross-functional program team of over 100 people at peak, as well as several major suppliers, geographically split around the US and Europe.

·  Full production achieved within 3 months of original plan date.

·  Leadership recognized with significant Management Award.    

Responsibilities:

·  Key leader in all phases of program through production

·  Champion & change agent for internal process improvements:
- changes in engineering program management techniques
- automated system validation techniques (cycler)
- cost prediction and management tools (Q&P sheet)
- completely revised system installation approach (SCAT),
   saving time & money and improving quality to the customer

 

Jul 1996
Sep 1997

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Davy Hwang
      Tracy Accardi
      John Chiminski (dotted line)
      Dow Wilson (dotted line)

Vascular Program Management;         
            Vascular Americas Leader

·  LPI for New World Program. Drove redefinition of 2-year-old program back to re-approval of M0, on track for M1 and execution with new deliverables. Program suspended Sep/96 to utilize all Vascular Engineering resources globally on completion of business-critical LCA program.

·  LCA Sys Eval Lead. Led audit of GEMSE Systems Engineering evaluation files in support of FDA/ISO inspection. Leader for America’s systems evaluation team, driving clinical scenario evaluation and testing.

·  Global Vascular FMI Coordinator. Led development and deployment for several concurrent Vascular FMI’s.  
- $3.5MM LCA M4 FMI deploying to 110 customers world-wide;
   most complex FMI ever deployed at GE Medical Systems.
   Personal leadership recognized with Management Award.
- V3 XRT FMI deploying globally to 325 Vasc & R&F customers
- Other Vascular FMI’s deploying to 250+ customers    

Responsibilities:

·  Key leadership role in Global Vascular Business Team with focus on program rollout and IB Customer Satisfaction.

·  Resolution of quality issues in the Vascular IB resulted in turnaround in share growth for Vascular business in 1997.

 

May 1997
Dec 1997

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Tracy Accardi
      Jeff Pelletier
      Davy Hwang (dotted line)

Global Uptime Systems Design;          
            Global I&W 6-Sigma Champion

·  LPI role for all deliverables related to Global cost reductions for Installation & Warranty expenses for the Vascular business.

·  Developed detailed project scope report, including estimated savings, resource requirements, and deliverable timing for over 70 key activities.

Responsibilities:

·  Coordinate and drive global 6-Sigma activities for Installation and Warranty cost reductions to meet GXR business goal of $7MM reduction in 1998. Transition lead role to Buc team for execution.

 

Jan 1998
May 1998

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Carol Murawski
      Sonia Dubreuil (dotted line)

Global Systems Engineering;  
            SenoVision Mammography Supplier Lead

·  Off-pole LPI role to GEMSE Mammography NPI SenoVision program team for critical U.S. supplier in Long Island, New York.

·  Developed and executed recovery plan with supplier.   

Responsibilities:

·  Lead supplier recovery to meet deliverables and restore missed program schedule.

 

Apr 1998
Dec 1998

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Carol Murawski
      Sonia Dubreuil (dotted line)
      Fabrice Rousseau (dotted line)

Global Systems Engineering;  
            Apollo Feasibility Sys Service Integration Lead

·  Small team LPI role for Apollo feasibility sites in U.S. providing organization and leadership to ensure uptime & Customer sat.

·  Developed communication processes, WWW plans and scope of new organization (AACP).  

Responsibilities:

·  Provide leadership to growing team, ensure rapid service response for customer, transition to centralized team.

 

Oct 1998
Jan 1999

GE Medical Systems, Global X-Ray
  HQ, Waukesha, Wisconsin
      Carol Murawski
      Jean-Yves DiBartolomeo
            (dotted line)
      Jim Bland (dotted line)
      Dave Mliner (dotted line)

Global Systems Engineering;  
            Emperor Global Program Lead

·  Global Program Manager role for fast-track NPI with development team in Beijing, China. Global RAD value-tier offering in $200MM market; GEMS did not compete in this market segment.

·  Delivered milestone MR/MS (announcement) and M3 (pilots) Showed new product at RSNA.

·  Team recognized for Competitiveness with ALL-STAR award.

·  Personal leadership recognized with Management Award.

Responsibilities:

·  Provided program leadership to fast-track global team in 3 poles, lead service deliverables, ensure issues reach rapid closure, organize and deliver milestones to plan.

 

Jan 1999
Oct 2000

GE Medical Systems, Global CT
  HQ, New Berlin, Wisconsin
      John Chiminski
      Bob Armstrong

Global CT Engineering;           
            Manager, CT Product Planning/NPI Process

·  Staff role leading process development and implementation for business-critical operational & administrative responsibilities including prediction, control and management of the budget, headcount, program planning, facilities and other areas.

·  Deployed processes & tools for financial control as well as web-based reports for heads, materials, T&L expenses and others.

·  Continued delivery of these key operating mechanisms and tools despite significant personal medical complexities.

 

Responsibilities:

·  Manage annual Base-cost Budget to quarterly & Y-E targets.
1999 $23MM (Mke), 2000 $41MM Globally & 2001 $48MM.

·  Deploy financial tracking processes & tools to facilitate overall Engineering budget predictability and allow control.

·  Manage WWPP, OP & other product planning tools/processes.

·  Develop new program processes/process improvements and tools (web and non-web) to support them.

 

Oct 2000
Feb 2001

GE Medical Systems, Global CT
  HQ, New Berlin, Wisconsin
      Bob Armstrong

Global CT Engineering;           
            Manager, CT eEngineering

·  Staff role leading process development and implementation for business-critical operational & administrative responsibilities including prediction, control and management of the budget, headcount, program planning, facilities and other areas.

·  GTO-wide eEng role defined including work on eNPI, ePRD, and ePDM (Legacy Apps).

·  Deployed processes & tools for financial control as well as web-based reports for heads, materials, T&L expenses and others.

·  Continued delivery of these key operating mechanisms and tools despite significant personal medical complexities.

 

Responsibilities:

·  Manage annual Base-cost Budget to quarterly & Y-E Global targets.
2000 $41MM & 2001 $48MM.

·  Deploy financial tracking processes & tools to facilitate overall Engineering budget predictability and allow control.

·  Manage WWPP, OP & other product planning tools/processes.

·  Develop new program processes/process improvements and tools (web and non-web) to support them.

 

Feb 2001
Jun 2003

GE Medical Systems, Global CT
  HQ, New Berlin & Waukesha, Wi
      Bob Armstrong

Global CT Engineering;           
            Manager, CT Quality System

·  Staff role leading quality-oriented process development and implementation for business-critical operational & administrative responsibilities including prediction, control and management of the budget, headcount, program planning, facilities and other areas

·  GTO-wide eEng role, including work on eNPI & ePRD

·  Deployed processes & tools for financial control as well as web-based reports for heads, materials, T&L expenses and others

·  Continued delivery of these key operating mechanisms and tools despite significant personal medical complexities

 

Responsibilities:

·  Manage all aspects of the Quality System for CT. Extending role to reach global areas.

·  Manage annual Base-cost Budget to quarterly & Y-E Global targets.
2001 $48MM.

·  Deploy financial tracking processes & tools to facilitate overall Engineering budget predictability and allow control.

·  Manage WWPP, OP & other product planning tools/processes.

·  Develop new program processes/process improvements and tools (web and non-web) to support them.

 

Jun 2003
Jan 2004

GE Medical Systems, Global CT
  HQ, Waukesha, Wi
      Bob Armstrong

Global CT Engineering;           
            Global Manager, CT Customer Centricity

·  Addressed Compliance across the board (on demand)

·  Grappled with the growing burden from CSOs, PQRs & PSRs by hiring some folks & working the process

·  Allowed both Validation & 6-Sigma to continue on their current track

 

Responsibilities:

·  Manage a team with four key areas: IB Quality, Validation, 6 Sigma & Compliance

·  Continued back-office support for staff

 

Jan 2004
Jun 2004

GE Medical Systems, Global FCT
  HQ, Waukesha, Wi
      Mike Fritts

Global FCT Engineering;         
            Manager, FCT IBQ Engineering

·  Consolidated IB teams for CT, PET & Nuc in Mke as well as US & international folks trying to juggle the increasing load, missing some

·  Supported compliance & other areas in several ways, missing some more…

 

Responsibilities:

·  Manage the FCT IB Quality team with incessant, increasing issues around FCT’s IB of >35,000 systems

·  Continued with an also-increasing load of back-office support for compliance (“FDA’s coming”), training, facilities, & staff

 

Jun 2004
to date

GE Medical Systems, Global FCT
  HQ, Waukesha, Wi
      Karen Warren

Global FCT Engineering;         
            FCT Engineering Quality Lead

·  Defined & deployed key processes, training & coaching around key engineering aspects of the FCT QMS

 

Responsibilities:

·  Focus on compliance for CT & PET Engineering

 

 

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All information communicated by this page is by nature personal and will not become part of GE’s products!

This information is probably proprietary to Don and, as such, should not really be shared with Customers, Competitors, etc...

Page last updated: 05-Feb-2010
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