Innovative Transformations LLC.

Consultant for Long Island Manufacturing Extension Partnership at Stony Brook University.  MEP provides subsidized funding for Nassau and Suffolk county Manufacturers through the Dept of Commerce’s MEP-NIST.  LIMEP assists small to medium-sized manufacturing companies to develop business growth and increase competitiveness through optimization of their manufacturing processes and products, training and workforce development.

Consultant for LIMEP

Helping Connecticut businesses realize their maximum potential via Operations Transformation

Connecticut Manufacturing Ambassador #500

Our mission is to deliver exceptional sustained value to our customers by teaching leaders at all levels how to continuously deliver breakthrough results with strategic kaikaku and innovative breakthrough kaizen.

CEO and Owner

Data Device Corporation

Director Of Operations

Cobham Advanced Electronic Solutions

Sr. Production Manager

United Technologies Aerospace Systems (Formerly Hamilton-Sundstrand)

Implemented mixed model production line for all legacy products, incorporating all of the latest ACE elements.   Achieved and maintained the ACE Silver level for Air Management Systems Operations Business.

Continuous Improvement Manager

MTU AENA

•	Led MTU’s HPC Component Integrated Product Team (CIPT) for the NGPF partner program with Pratt and Whitney.
•	Presented engineering changes to the Systems Integrated Product Team (SIPT) for approval on behalf of the Munich HPC Module Team
•	As an ACE council member and lean transformation expert, led MTU AENA to achieve ACE Gold on August 25, 2010.  Identified the gaps and worked the closure plans.  Revamped the company’s approach to QCPC, Quality Clinic Process Charting to bring them into full compliance with ACE Gold requirements.  Developed and then delivered the advanced training and administrative and software support systems required to achieve gap closure.

NGPF, HPC Deputy CIPT Leader

Goodrich

•	Managed entire shop operations in a union environment for the production of gears, shafts, bearings and valves for hydro-mechanical pump assemblies.  Responsible for a team of 62 employees (4 production supervisors who supervise a total of 50 union employees, 7 manufacturing engineers and one materials manager),  budgeting, delivery, manufacturing engineering, quality control, tooling and other related operations.
•	Main responsibilities included managing customer expectations, delivery performance, overall operating costs and budget, inventory, quality, methods and personnel associated with lean manufacturing.  
•	Utilized strong leadership background in lean, operations and supply management to improve performance in on-time delivery, work order velocity, first pass yield, product cost and to continually drive out waste in order to generate capacity for organic growth.

Director of Manufacturing

Sikorsky Aircraft

Outsourced the S-76 helicopter to Keystone.  Drove a 40+ member team with weekly meetings and aggressive schedule.  Plan was executed flawlessly in 3 months, 3 months ahead of schedule.

Drove the rapid recovery of the main gearbox to support the production build schedule.  Utilized daily support at production meetings and kaizen events in underperforming areas and suppliers to pull all late parts into plan.

Recruited by Goodrich in December 2006 to join their leadership team.

Transformation Manager

Pratt & Whitney

2 year assignment to develop lean leadership at the executive level of the company.  Delivered quarterly report outs to P&W President and his executive team.

Prior to this role, held many different roles at P&W:  Manufacturing Engineer, Tool Designer, Design Engineer, Continuous Improvement Specialist, Supply Chain Specialist and Supply Chain Manager.

High Impact ACE Team Leader

-Are you a manufacturer struggling with meeting delivery promises consistently?

-Do you rely on overtime to catch up when falling behind?

Is missed revenue a recurring issue?

Do you often find yourself altering production plans to prioritize quicker, lower-priority orders to make up for revenue shortfalls?

(Keep reading)

I've been in your shoes, facing these challenges at various companies.

In the past, we would use a mix of overtime and "pull-ins" of lower-priority orders to meet delivery and revenue goals.

However, this approach often led to late deliveries for some customers, early deliveries for others, and supply chain disruptions due to shortened lead times for replacement parts.

Here's the good news:

You can meet both customer and shareholder expectations without constantly modifying production plans, ensuring continuous, sustainable high-level results.

If you're a manufacturer who is…

❌ Frustrated with missing delivery commitments to customers and revenue promises to shareholders.

❌ Exhausted by asking employees to work endless overtime, burning them out in pursuit of sales and revenue targets.

❌ Seeking a more predictable and reliable way to run your production lines that consistently satisfies customers and shareholders.

Then I have a solution that will end your woes once and for all.

Introducing "Zen Sales to Shipments"

By leveraging "Zen Sales to Shipments" for your business, you will:

✅ Eliminate worries about missing commitments to customers and shareholders.

✅ Establish yourself as a reliable market leader, consistently delivering excellent results.

✅ Enhance employee retention by maintaining steady, predictable work hours that don't burn out your team.

Discover everything you need to know in our "Zen Sales to Shipments" system.

Please visit our website to schedule an initial consultation with us, or click on the Zen Bootcamp button on our home page to become a certified operations transformation leader at your company.

www.innovativetransformations.org

Nicole Snurkowski

BST Global

✅ Designing and implementing customer success frameworks tailored to the unique needs of diverse client bases.
✅ Building strong client relationships through proactive communication and personalized support strategies.
✅ Driving product adoption and maximizing customer lifetime value through targeted training and onboarding programs.
✅ Leveraging data-driven insights to identify opportunities for process optimization and continuous improvement.
✅ Collaborating cross-functionally with sales, product, and support teams to ensure alignment and exceed customer expectations.

Customer Success Lead

Disability Rights Florida

Our Board of Directors establishes our goals and priorities each year. Along with the leadership team at Disability Rights Florida, the Board approves Disability Rights Florida’s budget and policies on a regular basis.

Member Board of Directors

NielsenIQ

Responsible for the leadership of three different verticals, supporting the Finance & Human Resources technology for the organization.
●	SAP SD/Billing – Senior Director leading the SAP technical team that supports $3B in billing and contracts annually. E-Invoicing, Revenue Recognition, & Service Delivery functions. 
●	Redesign/Implementation of major business processes such as Opportunity to Cash (Revenue Cycle), Procure to Pay (Procurement Cycle), Record to Report (Retorting Cycle), and Hire to Retire (Human Capital Cycle).
●	Road mapping - Led over 30+ Modernization & Operational improvement efforts to reduce severity issues to less than 1% a year for the last 3 years. Created Legacy Application and future technology roadmap to drive decision making and investments.
●	CRM Integration – Maintain technical interfaces between SAP Billing & SaaS CRM integrations.  MS Dynamics, Experlogix, Conga & Salesforce
●	Managed Analytics, KPI's, 40+ SAP consultants, Program Managers, & cross-functional teams to deliver multiple projects on time and within budget.
●	Mergers & Acquisition – Provide due diligence and post-sale of over $1.5 Billion in acquisitions and led SAP integration of over 25 global companies. 
●	Weekly team calls, training, mentoring and process resolution.

Global Director Of Technology, Mergers & Acquisitions

Nielsen Company

Prioritize initiatives and requests against diversity focus areas and provide leadership for Asian Americans Links (AAL) Employee Resource Group for the Southeast region.

ERG Leader: AAL SE Region

Manage international digital engineering programs, coordinating multiple technology stacks, and integrating solutions to meet clientele need.

Managing latest mobile ratings solution, providing the latest technologies in reaching and understanding what resonates with our clients.

Program Manager

Successfully managed a team that oversaw 20+ M&A efforts over 3 years.   Chief responsibilities included: 
●	Leveraging technology automation to identify and develop project efficiencies. 
●	Created new operating procedures that reduced integration lifecycles by 30%.
●	Developing and managing strategic partnerships within the company to facilitate faster integrations, and more precise resource needs.
●	Integrated 15+ companies, on-time, under budget, and implemented new automation in parallel.

Director Of Technology

Leading the Global integration practice for Enterprise Platforms. This team works to integrate new companies into our HR, Billing, Finance and Payroll portfolios, powered by SAP.

Successfully managed a team that oversaw 20+ M&A efforts over 3 years.   Chief responsibilities included: 
•	Leveraging technology automation to identify and develop project efficiencies. 
•	Created new operating procedures that reduced integration lifecycles by 30%.
•	Developing and managing strategic partnerships within the company to facilitate faster integrations, and more precise resource needs.

Director Mergers & Acquisitions Integration Leader

•	Responsible for assembling project plans and teamwork assignments for online platform. Direct and monitor work efforts on a daily basis, identifying resource needs, performing quality review; and escalating functional, quality, timeline issues appropriately. 
•	Responsible for tracking key project milestones across multiple teams, and time zones, while adjusting project plans and/or resources to meet the needs of customers. 
•	Work with Program Manager(s) in partnering with senior management of the business community to identify and prioritize opportunities to achieve the goals of the enterprise.
•	Provides subject matter expertise in areas including project management & infrastructure, setup of local project offices, project scope definition, risk identification, project methodology, resource allocation, facilitation, and other areas of expertise based on professional knowledge and background.
•	Co-Leader of Professional Development for Asian American Leaders, Employee Resource Group

Engineering Project Manager

Sustany Foundation

•	Responsible supporting the organization’s projects and mission to create awareness in for a more Sustainable Tampa Bay.
•	Contribute to social media and blogging efforts to raise awareness and promote organization
•	Create strategic relationships with local and national businesses to further the reach of the organization
•	Ran organizational planning and development events and offsites for multiple years.

Executive Board Member

Nielsen

Drove initiatives to assist the company in environmental responsibility strategies and collaborate with our colleagues, clients and vendors to drive forward a holistic approach that will optimize our positive impact on the environment.

Green Team Leader SE Region

PMI Tampa Bay

Member of the Professional Development team responsible for researching highly qualified speakers for professional development workshops to provide top quality, relevant education events to the chapter.

Director of Professional Development

Leslie Controls

Led team of staff & consultants, working with Senior Leadership team of the business in a rebuilding effort to fix a key Circor business unit.  
•	Manage, direct, and implement operations strategies and objectives to ensure the achievement of division’s goals.  Focuses for short-term goals are systems up-time, on-time-delivery, cost of sales, quality, gross margin, and human resources throughout the Value Stream Management (VSM) value chain. Focuses for long-term goals are the formulation, planning, and implementation of strategies for ongoing process improvements throughout the VSM value chain. 
o	Led strategies to create first IT roadmap for Power & Process organization to lay out a plan for integration of multiple companies across the globe. 
o	Development of KPI and metrics to departmental information to the business.
o	Supported corporate datacenter by providing facilities support, and scheduling and establish preventative maintenance for critical support systems (UPS, Generator, Fire Suppression, HVAC, etc.)  
o	Managed Epicor Vantage ERP environment
o	Improved system performance by 30% (response time to user) and reduced server/database processing bottlenecks by over 70% through virtualization, hardware migrations, and establishing SOP’s.
o	Enterprise PDM deployment to Circor India business and supporting the VP of Engineering o	o	Development of ECN (Engineering Change Notices) solution
o	Managed IT project to upgrade all systems to latest CAD software
o	Shop Floor software management and support (DNC,CNC, Kiosks, & Barcoding)
o	Assisted in the Quality Management System rollout 
•	Budget planning for $120 million dollar business unit.  Reduced 2013 budget by 10%.
o	Reduced capital leases by 35% on copier fleet and negotiated Managed Print contract to reduce toner cost by 70%
o	Negotiated telecom expense reduction of 50% that will save $10K/year at minimum.

Senior Information Technology Manager

CIRCOR International, Inc.

Additional role to begin leveraging expertise in managing multiple projects that are at many sites, yet similar in overlapping needs, and be able to streamline the work in those projects while creating sustainable solutions that can be shared within the organization. 
•	SOX/ITGC controls project to diagnose and remediate deficiencies within business units. 
•	Assist in the definition of the SOX/ITGC framework that will be followed by the whole organization
•	Designing Segregation of Duties standard processes to assist the business units in securing their systems. Assist global business units in completing financial risk reviews.
•	ITIL Process definition project 
•	Software Licensing Discovery and Application Portfolio project
•	Global Trade Compliance & Data Segregation project (ITAR, Import/Export Compliance)
•       Telecommunications project - 15% reduction in monthly bill by negotiating and consolidating existing service providers.

Special Projects Manager

Collaboration Portal 
Document Imaging Laserfiche 
Global ERP selection & business case projects.  
Application maintenance & development
Contracts & license management

Project Manager & Web Dev Lead

Customer Success, Executive Leadership | Strategy | M&A | Advocacy | Automation | SAP | Board of Directors

As a global tech & operations executive, I lead the IT strategy and execution key verticals: Finance, Human Resources, and Mergers and Acquisitions. With over 20 years of experience and direct leadership of teams in 12 countries, I have been fortunate to create a proven track record.  Delivering complex and high-impact projects that enhance efficiency, drive value, and foster innovation for the organization, as well as investing and building up those I am fortunate to collaborate and lead.

I am passionate about leveraging technology to solve business challenges and create opportunities for growth and improvement. I am also a diversity advocate and a community supporter, having contributed over 5000 hours of service to various non-profits. My mission is to use my leadership and expertise to make a positive difference in the world.

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The Battle

Nicole Snurkowski

Santosh Mathew

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