sr director, operations & project management

Ashley Nicole Gerbode

Fountain Inn, SC • C: 713-***-**** • **************@*****.***

Experienced senior leader with a track record of developing talent and proven ability to bring together diverse, global & cross-functional teams to solve complex problems. Delivers decisive, time-critical, customer focused results while cultivating a collaborative team environment. Creates disruptive culture change by using trends & rapid prototyping mindset to shift from reactive to proactive operations. Professional Experience

Senior Director, Program Management & Operations – GE Onshore Wind 2016 - current Through operational discipline & data driven decision making, GE Onshore Wind reclaimed its #1 position in US market share by launching a well-timed & well executed new product to market.

• Launched top volume product on target & then upgraded to generate >$500M incremental margin

• Launched additional value improvement programs to create >$50M incremental margin annually

• Rolled out a self-service, intuitive task aggregator & launchpad to well over 1,000 global users improving data transparency, accountability & on time delivery through real time analytics

• Drove structure & discipline across over 2,000 employees through cross-functionally integrated schedules & enterprise-wide demand planning to create predictable execution and improve morale

• Managed an annual new development budget of over $400M & a team of 50 - spanning operations, program management, scheduling & data science

Senior Manager, Product Sustaining – Halliburton, Sperry Drilling 2013 - 2016 Sperry undertook a major technology revitalization on new and existing products in 2013 requiring outsourcing, data driven focus, clear priorities and global efficiencies to achieve the necessary results.

• Increased priority sustaining case closure by 40% year over year across 5 global sites

• Mobilized team of 37 engineers across 7 locations to define & execute a product reliability recovery plan to mitigate loss of business unit’s #2 customer

• Defined strategy for sustaining existing products, including prioritization, metrics, outsourcing & processes

• Drove response to supplier inquiries from 23 to 3 days via metrics, outsourcing & standardized processes

• Managed a team of 28 - spanning project & configuration management, project controls & tool specialists Operations Manager, Global Research & Innovation – Vestas Turbines R&D 2011 - 2012 Vestas grew quickly during the wind energy bubble and developed geographical and functional silos that needed to be broken down to succeed in a contracting market.

• Managed company-wide product cost out program enabling over $20M in annual cost savings

• Increased transparency by operationalizing portfolio reviews, project reporting & communications

• Implemented metrics & rhythms ensuring cross-functional engagement and culture change

• Developed method to collect, evaluate & prioritize ideas via global open innovation tool Cost Out Leader, Drilling & Production - GE Oil & Gas 2010 - 2011 Drilling & Production was a combination of 4 newly acquired global businesses (Vetco, Hydril, Router Stokes

& Sondex) needing cost reduction to improve margins and utilize old inventory.

• Implemented global cross-functional cost out program across 25 teams to produce over $70M in cost savings via cross functional projects and workshops

• Drove process implementation & adoption while managing a team of 5 to operationalize processes, localize procedures & complete value analyses to evaluate ideas Operations Leader, New Product Development – GE Gasification 2008 - 2010 Gasification started integrating with GE Energy’s operations metrics, processes and planning, requiring new tools plus a shift from reactive spend management to proactive issue identification and resolution.

• Executed over $36M new product budgets within 1% of target, 2 years in a row

• Created robust automated tool for tracking project spending, increasing visibility to overall forecasting

• Performed department cost & performance modeling for a $56M engineering budget

• Led team to develop tool to analyze market interest and determine technology offering gaps Edison Engineering Leadership Program (3 rotations) - GE Energy 2006 – 2008 Selected for leadership development program with 3 rotations in various businesses while pursuing a Master's Degree in Mechanical Engineering: Cost Engineer, Mechanical Design Engineer & Program Manager.

• Saved $10M (25%) on 2 syngas coolers through optimized design, market modeling & tradeoff studies

• Led cross-functional team to modularize LM6000 skids reducing manufacturing time & cost by $50k/unit

• Defined $14M project plan & managed yearly planning process for 7FB syngas turbine product while mitigating a $10M projected program overrun

Commercial Operations Co-op, Aero Services 2005

• Developed tools to improve proposal quality and decrease preparation time by 80%

• Created predictive repair model to evaluate value and risk for long-term service agreements

• Performed payback & value analysis for maintenance intervals versus replacement part life Education & Certifications

MS in Mechanical Engineering, Georgia Institute of Technology: Atlanta, GA, 2008 BS in Mechanical Engineering, Texas A&M University: College Station, TX, 2005 6σ DFSS & DMAIC Certified

Value Engineering (Associate Value Specialist)

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