Expert has had several maintenance management assignments throughout his career. First, Expert is a journeyman tool and die/mold maker. He was promoted within General Motors early in his career to manage large tool rooms within GM (Fisher Body Coldwater Road, Flint). Later, he was selected and promoted to improve and manage maintenance departments at various General Motors facilities, including Mexico (Chevrolet Adrian Plastics Plant and Matamoros Inland Guide Plant Mexico). He was very successful in implementing systems, maintenance organizations, and training at these locations.

Throughout Expert's career he has been respected as someone who will make a decision based on data and input from all levels, then take full responsibility for all outcome. This has been especially true since his retirement from General Motors in 1997. Evidence of this is Expert was hand picked by CEO's and V/P's from several different Corporations during his career to "turn around" poor performing plants within each Corporation. These plants were in several different states, union and non-union; plus different locations within Mexico, also some union and non-union. To accomplish this, one must have excellent communication skills at all levels, leadership ability, knowledge of the total manufacturing and management process, and a proven system to implement. Expert was very successful in improving the overall P&L at the facilities he was assigned.

Expert has successfully held multiple manufacturing positions throughout his career. These positions are from the very basic to Director of Operations of several plants. Starting as an apprentice tradesman on the shop floor, then to manufacturing engineering, maintenance management, senior tooling engineering and management, advanced engineering (including three patents), plant management and operations management for manufacturing. This has been accomplished both within General Motors and during his career after General Motors. Expert has received various awards for outstanding performance during his career within manufacturing.

As a result of Expert performance managing poor performing plants, he was promoted to operation management with additional responsibility to assist other sister plants. He reported to an area VP and was required to implement a standard operation system to improve overall performance. This system has become the standard for operations at several locations and other Corporations where Expert has been employed. It is a proven "Ten Commandments", when fully implemented, will improve the overall P&L. This was coupled with a complete management operations reportout financial system. In addition, Expert would evaluate, access, and make the required changes of all staff reporting to him; thus creating a team to implement all systems quickly and efficiently.