Ashley Young

• As Senior Project Manager, oversee large portfolio of projects to support teams, report progress, and influence positive outcomes for key stakeholders.
• Appointed Global Process Owner for the Services Portfolio Management Organization, responsible for functional domain governance and change control, aligning short-term decisions with future-state vision for Lifecycle Services
• PMO Leader for Digital CX program Lifecycle Services, ensuring collective effort to modernize offerings in the digital space while providing relevant KPIs to reduce cost, self-service, act, and recognize value
• Projects of note span across Cybersecurity, Workforce Services, Strategy and Asset Optimization areas including Remote Drive Monitoring, Claroty Threat Detection, Incident Response, TechConnectIQ, and Digital Insights
• Temporary Lead for the release and process testing for Portfolio Governance while Strategy Manager was out on leave from June 2022 through October 2022
• Maintain schedules to meet key milestones at every project phase.
• Manage budgets exceeding $1 million while effectively controlling costs through diligent financial oversight.
• Deliver high-quality results by fostering a culture of accountability among team members and setting clear performance expectations.
• Implement change management processes to accommodate evolving project requirements while minimizing disruptions.
• Nurture strong working relationships with internal and external stakeholders, building trust and credibility that facilitated smooth collaboration on shared goals.

• Company Overview: A global industrial automation solutions provider; $200M annual sales; Global Headquarters in New Zealand
• As Senior Project Manager, established a centralized Project Management function, including the recruitment of highly motivated Project Managers as well as successfully implementing the project management process including policy and procedure, records organization, and project reporting
• Managed projects at all stages of their lifecycle, leading functional groups through successful completion, while reporting to senior management on project health which included but was not limited to cost, quality, schedule, and voice of the customer
• Successfully managed a total of 18 projects, cumulatively valued at ~$20M, simultaneously
• Managed projects in automotive, metal, paper, oil, mining, food and beverage, medical, and defense industries
• Single point of contact with customer base, ensuring contractual requirements are being upheld, customer relationships are maintained and expanded, and project deliverables are on time which are meeting or exceeding expectations
• Spearheaded process improvement initiatives that resulted in increased productivity and streamlined workflows across departments.

• Company Overview: A global, Tier 2 automotive interior component supplier; $300M annual sales; North America, Asia, and Europe

Career Highlights:

• Oversaw both internal projects (cost savings initiatives and process improvements) and global external projects (program launches and engineering changes) for automotive supply chain customers
• Managed six direct reports and three indirect reports
• Led a team that included senior leadership in a comprehensive global polyurethane foam strategic sourcing strategy
• Oversaw business development efforts to improve and enhance fabric technology, including the development of high-end fabrics through recycled-content to improve sustainability
• Drove multiple internal projects as part of the overall sourcing strategy
• Result: An initial savings of $1.8M in 10 months, with additional savings projected over time
• Redesigned and overhauled the program management and pre-production processes to position company for globalization
• Results: Reduced launch handover quality issues by 80% and launch-related issue costs by 60%
• Improved the FMEA process and implemented lessons learned
• Developed a Production Part Approval Process (PPAP) for standard and failure response activity
• Result: Streamlined processes and improved productivity
• Created business case, generated leadership buy-in, and selected and implemented the new software, which reduced costs, improved collaboration, and increased productivity
• Maintained positive customer relations by addressing problems head-on and implementing successful corrective actions.