Program Manager

Matthew A. Smolinski

**** ********** **.

Bloomfield Hills, MI 48301

Mobile #: 586-***-****

Email: ****************@*****.***

Key Skills:

APQP / IATF 16949 / Product Strategy / Concept Definition / Design Validation / Geometric Dimensioning & Tolerancing / DFMEA / PFMEA / Process Conceptualization / Process Control Plans / Tooling Tryout / Process Validation / Supplier Selection / Supplier Readiness Assessments / Launch Readiness / Production Part Approval Process / 8D / 5 Why Problem Solving

Employment History:

Eaton eMobility – eMobility is a new division within Eaton that combines elements of the Electrical and Vehicle businesses to deliver electric vehicle solutions to passenger car, commercial vehicle and off-highway OEMs.

Technical Program Manager II – October 2018 to present

Led the project that will bring to market an AMT transmission to mate to OEM electric motors forming the traction drive for battery electric on-highway heavy-duty commercial vehicle. The basic version of the transmission will target Class 7 and 8 trucks and tractors and large bus applications

Prepared the team to launch the first North American application of the medium duty automated manual transmission for the medium duty commercial vehicle market.

Managing the team through the definition / development of ISO compliant transmission shifter / electronic control module that will be common to the heavy duty and medium duty electric vehicle automated manual transmission family.

Led the team that quoted and secured the Nidec PSA eMotor Inverter business. This was the largest new business win with greater than $100M mature year revenue.

Provided direction on creating new program management processes.

TI Automotive – TI Automotive is 3.5B Euro global provider of Fluid storage, fluid transfer and delivery systems.

Launch Manager Fluid Carrying Systems – 3/2017 to 10/2018

Implemented new AQP processes in newly acquired Powertrain facility which was struggling to meet customer requirements.

Successfully led the new division to its first successful program launch.

Assumed responsibility for all GM powertrain and brake/fuel systems for North America after merging Powertrain and Fluid Carrying groups.

Managed multiple programs while also managing three additional Program Managers assigned to GM business.

Program Management Director Fuel Tanks and Delivery Systems – 9/2015 to 3/2017

Assumed management of a PM department that was in chaos. Employed my network of resources to build an effective team. Developed an onboarding processes for new Program Managers.

Organized monthly reviews of “RED” programs to keep the senior staff informed of programs challenged due to customer delivery, quality or financial issues.

Implemented financial tracking to compare actual costs to the board approved model for each program milestone gate review.

Fostered a focus on contribution margins after launch (until EOP).

Developed and led AQP process training at the 5 plants within NA.

Managed twelve program managers who were located across North and South America. Defined yearly team goals and objectives. Performed employee evaluations and created performance improvement plans.

Programs delivered 300M USD in revenue while consistently under spending our 12-15M USD of capital budget each year.

Global Program Manager Fuel Delivery Systems – 6/2014 to 9/2015

Managed a global fuel delivery module program for FCA. Coordinated design and development in Europe and launched the program in three separate regions (Europe, China and North America).

Contribution margin exceed target by average of 2.5% on a global basis.

Underspent global capital by 5%. Oversee the customer and capital tooling spend. Ensure tools support timeline and tryouts are successful. Validate the process prior to start up.

Program Management Lead Fuel Tanks Division – 5/2011 to 6/2014

Managed six program managers. Performed employee evaluations and created performance improvement plans. Mentored new program managers. Filled in when needed

Participated in escalation meetings with the customers.

Held monthly program reviews to keep senior management informed of red programs when there were issues pertaining to quality, cost or delivery.

Account Manager Fuel Tanks Division – 6/2010 to 5/2011

Quoted new business by completing complex financial models that could be used to justify our pricing to the Board. Screened the proposed pricing to our senior management prior to presenting to the customer.

Improved contribution margins on programs by 3.4% by pursuing aggressive pricing on customer driven changes. Customers included BMW, Hyundai Kia and Ford.

Launch Manager Fuel Tanks Division – 2/2007 to 6/2010

During the financial downturn the roles of the account manager and program manager were combined.

Program Manager II Fuel Tanks Division – 5/2006 to 2/2007

Launched the first program for a new customer (BMW) in a new plant. Ensured plant readiness to support. Launched the program on-time and under budget.

Program Manager I Fuel Tanks Division – 2/2002 to 5/2006

Single point of contact between the customer and TI. Created and tracked both internal and external open issues lists. Responsible for contribution margin and capital tooling budgets.

Quantum Technologies - Sterling Heights, MI - Alternative fuel systems (controls, tanks, and test), natural gas (CNG), hydrogen, LPG, plug-in hybrid, fuel cell, engine controls for emissions and OBDII/EOBD, emissions laboratory

Account / Program Manager – 6/2000 to 12/2001

Recruited by the General Manager at the beginning of the company's Michigan expansion. Participated in defining the process for future program development. Led several cross-functional teams in the development and integration of alternative fuel system technology into GM vehicles.

Total revenue for all programs under my direction came to just under $10M.

Prepared financial tracking charts for internal director reviews, which kept them apprised of both the current and projected profit margins for each program.

Developed quotation responses and negotiated final contracts with the OEM buyers. Defined the system requirements and the statement of work, with the customer.

Integrated Management Systems, Inc (IMSI). - Ann Arbor, MI - Integrated Management Systems, Inc. provides information technology staffing, project management consulting, and global outsourcing services.

Project Management Analyst, Ford Motor Company – 11/1998 to 6/2000

Performed advanced work-plan development during the pre-program phase of the vehicle development cycle. Revised existing vehicle development templates to reduce overall time to Job1, while simultaneously incorporating new developmental processes for aluminum external panels and alternative powertrains.

Developed work-plans for Studio, Craftsmanship, Packaging and Electrical Program Teams. These workplans integrated directly into the vehicle program workplan.

Program Management Consultant, Calsonic North America – 2/1997 to 11/1998

Participated on a team, which helped to reengineer the development process of the Tier 1 supplier. Helped identify the metrics and tools used to successfully manage their programs. Implemented the program management tools (open issues database, deliverables tracking database, workplan template and change log) on several high-profile programs for the supplier. Trained a replacement to continue the implementation of the tools on future programs. Developed an internal server based web-site to communicate program information throughout the company.

Educational Background:

Lawrence Technological University - Master of Science - Industrial Operations

Central Michigan University - Bachelor of Applied Arts - Industrial Management

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