David Diatikar

• 50 % — Reduction in Story delivery cycle time
• 100 % — Delivery of promised capabilities

Navistar’s FactoryTalk MES implementation relied on a waterfall model that limited adaptability and contributed to rework. Coordination with Rockwell Automation needed more structure, while limited dashboards and metrics made it difficult to track priorities, progress, risks, dependencies, and accountability. The program needed a more responsive delivery approach and clearer execution visibility.

I first assessed the delivery model, execution gaps, and Navistar’s priorities. I then worked with the supplier team to shift delivery from waterfall to Agile, organize work into manageable increments, and clarify ownership. I implemented Jira and Azure DevOps dashboards to track progress, risks, dependencies, and decisions. Finally, I led stabilization and optimization efforts to improve performance and prepare the platform for future releases.

Moving from waterfall to Agile and adding Jira and Azure DevOps dashboards improved delivery efficiency by 50%, increased visibility, and reduced rework. Stabilization and optimization created a stronger FactoryTalk platform for future releases.

I led the redesign of Citizens Bank’s Home Equity Line of Credit (HELOC) process, mapping all stages from application to closing. I identified and resolved inefficiencies, including defects, bottlenecks, and capacity issues, significantly improving throughput and customer experience. My work ranked first among the bank’s top five Enterprise IT portfolio projects for delivering measurable business value.

The reengineered process is projected to achieve a 99% reduction in defects, a 67% reduction in FTE hours tied to non-value-added work, and an 86% reduction in cycle time—cutting the average processing duration to five days. These improvements are expected to yield over $8 million in cost savings. My leadership enabled a scalable, efficient HELOC operation aligned with compliance and service goals.

• 100% — All current processes mapped and results turned over to ERP team
• 100% — Pain points documented
• 90% — Known potential improvements documented

CPS Energy was preparing to replace SAP with Oracle Cloud ERP but lacked a reliable enterprise-wide view of its processes. Duplicate and missing processes, inconsistent documentation, unclear ownership, manual workarounds, email approvals, and disconnected spreadsheets made it difficult to define requirements. The transformation needed a clear current-state baseline.

I first validated the process inventory by removing duplicates, adding missing processes, and clarifying scope. I then worked with departments to map Level 3 current-state workflows in Visio. During each session, I captured systems, handoffs, manual work, pain points, and improvement ideas in Excel. After stakeholder review, the maps and supporting data were provided to the Oracle transformation team.

Delivered 60+ accepted Level 3 process maps, a validated process inventory, and a structured pain-point record. The work gave the Oracle team a reliable requirements baseline and showed my ability to clarify complex operations.

• **98% ** — Process validation complete
• 100 % — Process duplication resolved
• 100% — Processes documentation reflects the current process as it is done now

Wells Fargo lacked a reliable inventory of more than 2,000 business processes. Inconsistent documentation, duplicate processes, unclear ownership, and non-value-added work limited visibility and complicated BPM governance and compliance. Leaders could not easily compare processes, identify unnecessary effort, or prioritize rationalization.

I first worked with process owners and SMEs to document more than 500 processes within the 2,000-plus inventory using consistent BPM standards. I then compared processes across business areas to identify duplicates, differences, ownership gaps, and non-value-added work. I validated findings with stakeholders, facilitated rationalization decisions, and supported approved commonization, elimination, and process improvements.

Documented and analyzed 500+ processes within a 2,000-plus inventory, helping eliminate duplicate work and save hundreds of hours monthly. The effort strengthened process ownership, governance, and readiness for future improvement and automation.

• 90% — Remove non-value added steps
• 90% — Establish KPIs to measure capacity and cycle time of client processes
• 90% — Establish the baseline cycle time for client processes

American Express teams faced delays, excessive handoffs, rework, non-value-added activity, and inconsistent performance in non optimized processes. They needed help analyzing current workflows, resolving priority pain points, and implementing focused improvements. The Continuous Process Improvement team provided a rapid, repeatable service for reducing waste and process variation.

I first created the rapid-improvement service, established the approach, and led a five-person team. For each engagement, we scoped the problem, mapped the current process, collected available data, and identified pain points. We used Lean to remove non-value-added work and improve flow, and Six Sigma to reduce variation. I directed stakeholder engagement, team delivery, and reporting of identified financial opportunities.

In six months, the five-person team identified about $5 million in potential savings or cost avoidance. The service gave internal teams a faster, repeatable way to solve problems and showed my ability to build and lead an improvement function.

As part of a strategic transformation initiative for Toronto Dominion Insurance (TDI), I led the development of end-to-end value stream maps across eight Canadian claims lines of business. I collaborated directly with TDI leadership to negotiate project scope and deliverables, established the methodology, and trained the project team on Lean principles to ensure consistent execution.

I spearheaded discovery activities to surface key process gaps and led the design of collaborative, roll-paper workshops to build and validate current-state maps. These sessions captured immediate, short-term, and long-term pain points, while also revealing duplicate processes across lines of business. I proposed actionable strategies to eliminate redundancy and standardize operations, improving efficiency and customer service alignment.

Deliverables included annotated process maps, Excel documentation, and phased roadmaps tailored to each line of business. I also supported executive presentations, ensuring that senior stakeholders clearly understood the findings, improvement opportunities, and next steps.

I led the Sturdy Controls Recovery Project, restoring client confidence and achieving removal from Ford and GM vendor watchlists. He secured full compliance with both automakers’ requirements for three new product launches, stabilizing quality and delivery performance.

To improve operational efficiency, I implemented OEE metrics in manual-paced environments, enabling real-time visibility into equipment effectiveness. I introduced Kanban inventory systems across production lines, delivery carts, and central stores, including a two-bin replenishment method to streamline material handling.

I also launched a comprehensive 5S program on Ford, GM, and machine shop lines, enhancing organization, safety, and productivity. Additionally, I designed and executed a plan-for-every-part strategy for four high-volume production lines, ensuring part traceability, optimized replenishment, and consistent material flow. These improvements delivered sustainable performance gains and ensured long-term compliance with OEM standards.

• 80% to 85% — Labor Utilization
• 300 — Capacity per Shift

The manufacturing operation relied on a traditional batch-and-queue assembly model with fragmented subassembly processes, centralized stores, end-of-line inspection, limited cross-training, and over 100,000 subassemblies in inventory. The result was excessive inventory, long lead times, inefficient material flow, and significant non-value-added work.

Redesigned the manufacturing operation using Lean and Toyota Production System principles, converting traditional batch-and-queue production to mixed-model one-piece flow. Simplified BOM structures, implemented level-loaded scheduling, optimized inventory levels, and introduced Kanban and visual management systems. The initiative included changes to production layouts, staffing models, and support functions, generating approximately $100,000 in annual savings.

The redesign converted a high-inventory, batch-oriented operation into a demand-driven production system, reducing inventory and lead times, improving productivity and workforce flexibility, and increasing responsiveness to customer demand.

Role: Senior automotive manufacturing engineer

I served as project team leader at BorgWarner, directing the design and development of a $3.7 million lean manufacturing line based on the Toyota Production System (TPS). I led a cross-functional team to develop proprietary 2nd-generation transmission bands, reducing process steps from over 20 to 14, cutting handling by 40%, and reducing throughput time from one day to two hours.

I introduced an innovative solution to reduce variation in friction paper thickness, improving shift quality and reducing the number of required engagement pins in GM 4T60 and Ford AXOD transmissions. As a senior manufacturing line engineer, I managed over $700,000 in capital projects, including the installation of CNC machines, stamping presses, and adhesive drying systems.

I also led automation initiatives linking manufacturing cells, saving over $450,000 annually, and managed adhesive supplier selection and qualification using DMAIC, achieving OEM approval. His work integrated Kaizen, Six Sigma, and QFD methods to reduce process variability and enhance quality across complex, multi-stage operations.

I planned and executed 10 customized combat and combat service support computer simulation exercises across five states, each tailored to meet the specific objectives and operational needs of U.S. Army client units. I ensured each exercise delivered relevant, high-impact training by aligning scenarios with unit goals and deployment challenges.

I conducted detailed evaluations after each event, analyzing performance data and participant feedback to identify strengths and areas for improvement. These insights were integrated into follow-on training plans, supporting continuous improvement and enhanced readiness.

I also assessed unit deployment preparedness using exercise results, providing valuable input for leadership decision-making. I managed all aspects of logistics, resources, and scheduling to ensure timely, seamless execution. My ability to build strong, trusted relationships with unit stakeholders earned recognition for professionalism, reliability, and dedication to mission success.

Led a joint civilian-military team to complete testing for U.S. Army firing tables on 155mm and 8-inch binary nerve agent rounds, overseeing planning, live firing, impact tracking, and recovery to ensure data accuracy and operational readiness.