Gilbert Mora

About Gilbert Mora

I’ve spent the last 20+ years in manufacturing environments where performance actually matters. Not in theory, but on the floor, with real constraints, real teams, and real expectations.My background started in engineering, but over time the work shifted. Less about optimizing a function and more about running the system. Today my focus is on site performance, aligning teams, and driving outcomes across operations, quality, engineering, and supply chain.Most of the environments I’ve worked in have been complex and regulated, MedTech, Aerospace, and similar spaces where execution has to be both fast and right. That’s shaped how I approach problems. Keep it simple. Focus on what the team can control. Build systems that actually hold.Across roles, the work has been consistent. Stabilize operations, build scalable systems, improve throughput, reduce waste, and develop teams that can sustain it.A few examples of that work- Led site-level operational recovery efforts, reducing backlog by over 90 percent while maintaining delivery performance, compliance, and customer commitments- Drove full-system performance improvements across operations, engineering, and quality, improving first pass yield to 98 percent and establishing KPI-driven accountability across product lines- Developed and executed multi-year operational strategies that delivered over $7M in cost savings while improving throughput, turnaround time, and resource utilization- Built and executed a 5-year CAPEX strategy, increasing approved investment from $1.7M to $3.5M and enabling critical infrastructure upgrades including a semi-automated strip line, vacuum furnace, and advanced machining capabilities- Directed large-scale operational initiatives including plant layout redesign and product line transfers, improving flow, reducing waste, and increasing overall production efficiencyI also enjoy spending time developing teams, training engineers and operators in Lean and Six Sigma, developing sustainable systems, and building a culture where people take ownership of the work and support each other to get results.More recently, I’ve been building GM3 Solutions, focused on helping organizations improve operational performance and develop leadership capability. Alongside that, I’m working on an AI-driven platform aimed at measuring and developing soft skills in technical professionals.Outside of work, I spend time hiking, recently completing large sections of the Arizona Trail, along with camping, reading, and staying involved in coaching and mentoring.

Experience

1. Operations Manager - Engineering

   BD

   Jun 2023 — Present · Tempe, AZ, US

   Expanded Scope (August 2025–Present)- Responsible for day-to-day site execution and operating P&L, sustaining regulatory compliance and customer delivery during plant closure and international transfer- Delivered $402K favorable site absorption in FY25 despite –9 headcount, with $200K YoY overtime reduction and 27% scrap improvement- Maintained workforce engagement and operational stability through two workforce reduction events during shutdown transition.Led manufacturing engineering operations at the Tempe site, ensuring business continuity and FDA compliance across all product lines. Foster a collaborative team culture that leverages individual strengths through knowledge-sharing and open decision-making to drive business objectives- Responsible for P&L project and cost-to-win initiatives, including equipment procurement, inventory E&O reduction, production ramp readiness, and execution of validation activities (IQ, OQ, PQ, TMV, PPAP, MSA, FAI) to ensure compliance and process capability- Established a collaborative continuous improvement culture between Engineering, Quality and Operations, resulting in a 7X increase in cost to win savings within first two years of employment,$230K in the first fiscal year and $450K in the second- Enhanced OEE by implementing critical spare parts tracking and downtime management strategy, leading to a $65K reduction in repair and maintenance expenses within the first physical year- Championed Kaizens to reduce Cost of Poor Quality (COPQ) and actively improved ISO 13485 quality system performance, contributing to an ~83% reduction in NCMR rate (2.76 to 0.46) while supporting FDA, BSI, and Taiwan audits and facilitating timely CAPA review and closure- Acted as liaison between design and manufacturing for new product development and ongoing sustaining projects.

Education

• University of Arizona

  BS, Materials Science and Engineering

  1999 — 2004

• Thunderbird School of Global Management

  Executive Masters Global Management

Skills

• Design of Experiments
• Judgment and Decision-Making
• Cross-Functional Team Leadership
• Metallography
• Engineering
• Aerospace
• Fracture
• Matlab
• Engineering Management
• Auditing
• Problem Solving
• Leadership
• Doe
• Autocad
• Computer Proficiency
• Complex Problem Solving
• Critical Thinking
• Process Improvement
• Mathematics
• Process Engineering
• Six Sigma
• Minitab
• Mechanical Testing
• Fatigue
• Active Listening
• Materials Science
• Sales
• Failure Analysis