Background
BackgroundI began my career with GE® as a Field Engineer in the late 1990s, working with the 7EA and 7FA gas turbines on new installations primarily. After five years in the field, I transitioned into management, taking over as the Manager of the GE® DLN Controls Global Team. Following my time with GE®, I served Progress Energy (now Duke Energy) as a Plant Manager over several simple cycle and combined cycle power plants before finishing out my tenure as the Project Director for a combined cycle repowering project in St. Petersburg, Florida. I started my career with MD&A in 2009, where I spent four years as an Operations Manager for the company’s Outage Services Division before transitioning to General Manager of Operations for the Parts Division, leading the manufacturing side of the parts division for a decade. I have now returned to my roots, focusing on the 7EA and 7FA gas turbine product lines, but from a new perspective. As Gas Turbine Program Manager, I am focused on the capital parts side of the business, specifically focusing on rotor lifetime assessment and extension.
What do you do here at MD&A? What aspect do you enjoy most about your role at MD&A?
As Gas Turbine Program Manager, I am responsible for strategic planning within the gas turbine rotor life extension business. My role involves navigating the complexities of rotor parts procurement, manufacturing challenges, and fostering cross-divisional collaboration for customer project quoting and execution. What I enjoy most about my current position is being part of a forward-looking, growth-oriented team. I am fortunate to work alongside incredibly talented and dedicated colleagues, whose specialized expertise has been essential in bringing these intricate turbine components and processes to life.
What is the most interesting challenge you have come across on a job or project?
One of the most interesting challenges I’ve faced in my current role has been developing and navigating the complex sourcing and manufacturing life cycle for our critical 7FA gas turbine rotor wheels. Producing a single turbine wheel involves numerous contributing vendors and specialized processes. These components travel across various regions of the country and the globe before being fully completed and ready for service. It’s been a challenging yet highly rewarding process, showcasing the intricate coordination required to bring these critical components to life.
How is MD&A building our gas turbine parts inventory?
Through fleet analysis, we’ve developed a forecast that aligns well with our inventory strategy. Given the long lead times for rotor life extension parts, especially those made from super alloys, it’s crucial to plan years in advance of anticipated need dates. Our MD&A Gas team has done this well, and we are currently working through the plan with confidence.
Why did you choose to work for MD&A and why have you continued to work at MD&A? How would you describe our company culture?
I chose to work for MD&A when my family and I were looking to relocate back to New York from Florida. I was fortunate to be offered an opportunity to work with a company that was comprised of some of the best people I had the pleasure of working with in previous roles, and that company was MD&A. Since joining MD&A, I’ve seen the company maintain a high standard for the people they recruit and retain. I feel that the MD&A culture is a good balance of people who work hard, love to win, and also care about people.
What’s one thing you’ve accomplished that you’re really proud of?
The accomplishment I’m most proud of during my time with MD&A is leading a technological and cultural overhaul as the Operations General Manager of the Parts Division. Working alongside exceptional shop leaders and staff, we drove improvements across key areas, including safety, quality, productivity, financial performance, and the overall quality of life for our shop employees.
