Jay Walton

January 2007- Present
Group Project Department Manager – Electrical Sector, SERGI SARL, France, India,Brazil and USA

·Project management, budget size from hundred of thousand to 10 million euros.
·Managing the four Group International Project Department sites (4 directs, 35 employees).
·Client relationship building and perform technical presentations, present technical papers.
·Construct and develop the Maintenance, Commissioning, After Sales, and Technical-Commercial department activities of all group sites.

March- December 2006
Project Department Manager – Electrical Sector, SERGI SARL, Paris, France

·Develop Group Project Departments in USA, India, France, and Brazil.
·Review and negotiate client contracts, specifications and delivery terms.
·Develop tender bids and contracts.
·Responsible for product development, engineering change notifications technical specifications, and technical documentation.

Oct. 2002 - March 2006
Development Engineer - Electrical Sector, SERGI SARL, Paris, France

·Commissioning, Supervision and Installation of electrical and mechanical products around the world.
·Client support/training and technical correspondents with international clients.
·Responsible for technical presentations, procedures, and specifications.
·Design and specify electrical and mechanical aspects of product components.

April – Oct. 2002
Manufacturing Engineer- Automotive Sector, INTERNATIONAL TRUCK AND ENGINE, Chicago, IL USA
·Responsible for engine assembly and safety documentation.
·Modify existing manufacturing cells to improve working conditions, safety, and quality of the product, and component part flow.
·Manage equipment projects up to 100,000 dollar for new manufacturing cells. and plan new engine development, test, and designs.

Sept. 2000- April 2002
Corporate Engineering Manager – Industrial Product Sector, FACOM USA OPERATIONSIllinois and Ohio facilities (Promotion Development Manage 6 person team.

·Develop feasibility study for 10 million dollar tool factory relocation.
·Project management and launching of new products and process development entailing product testing, material selection, manufacturing processes, cell layout and inspection.
·Implement product improvements in design and manufacturing to reduce the cost of the final product (average reduction of product cost 30 percent).
·Investigate new manufacturing process and techniques for the following types of manufacturing processes forging, machining, heat-treat, assemble, girding, vibrate, plating, stamping, press operations, marking and material removal.

June1999 –Sept. 2000
Advance Product Engineer– Automotive Sector, SENIOR AUTOMOTIVE,
Chicago, Illinois, USA, (Promotion from Design Engineer)

·Develop First Tier supplier relationship with GM, OPEL, ISUZU and FORD.
·Write and negotiate supplying contracts for clients consisting of price, delivery, design, and packaging,
·Launch and develop new products lines. Involving selection of manufacturing methods, product drawing tolerance, material, selection, supplier selection, product durability testing and testing parameter selection.
·Manage new product development teams, consisting of quality, manufacturing, design engineers, and production personnel and support staff from initial design phase to ramp up production volume.

January 1998 -June 1999 Design Engineer– Automotive Sector, SENIOR AUTOMOTIVE, Chicago, IL USA.

·Develop and test stainless steel & other thin wall alloy tubing products (fuel rails, power-train, and exhaust components) for automobile applications.
·Determine manufacturing tolerances and processes for automobile products.
·Develop and conduct corrosion, fatigue, acoustical, load, and stress durability product testing.
·Write durability test procedures and reports for product testing.
·Perform vibration testing on dynamometer with actual test vehicles.

Dec. 1996-January 1998
Senior Manufacturing Engineer– Aerospace Sector, Boeing/McDonnell Douglas Aircraft, St. Louis, Missouri, USA

·Write and correct planning procedures for structural and electrical installations.
·Trouble shoot manufacturing and assemble line daily operations.
·Modify existing tool design to conform to new aircraft production.