Newly created Supply Chain Manager role working with 32 global sites representing over 7 billion in sales across the life sciences group. Specifically focused on carving out and developing 3 new Business Units for Medical, Microelectronics and Catheter systems. Working cross-functionally within the Group and the new Business Units to develop best practice supply chain processes from the ground up including the development of the Supply Chain Road Map, SIOP process, technology transfer deployment, navigating raw material supply disruptments and alternative raw material strategies, demand forecasting, capital investment planning, data integrity, Customer escalations, system best practices, training, KPI development, tracking and problem solving.

Reporting directly to the CIO, Global Business Process Owner leading the global supply chain transformation for a $1 billion global medical device manufacturing organization through the design and implementation of processes and procedures within the ERP system SAP S4/1809 HANA (Cloud/FIORI) Procure to Pay, Forecast to Replenish, Plan to Make and Extended Warehouse Management modules across 18 global (NA, EMEA, APAC) manufacturing sites and 9 global distribution centers. Key Accomplishments:• Performed global site due diligence visits, championed change management, coordinated with corporate executive leadership team including board of directors, site leadership teams, end users and third party consultants to design best global practices. • Designed process flows, user requirements, risks, KPIs and administered all training on new tools, and new business procedures. Developed global Supply Chain KPI dashboards by functional roles to focus efforts on long term objectives.• Utilized Application Delivery Management in a validated FDA environment for Project management of business and project teams keeping software rollouts on schedule. Performed User Acceptance Testing, go live activities and hypercare support. • Improved functionality of GAINS forecasting software for North America and implemented GAINS in Southeast Asia locations as part of Global S&OP alignment team, developing one global method for inventory and capacity planning.

Reporting to VP Global Supply Chain, Provided centralized global sourcing & logistics leadership at the Corporate level for all direct, indirect and transportation spend across global manufacturing locations. Manage team of global Project Managers, Sourcing Managers, and Regional Sourcing Teams in the United States, China, Switzerland, and Mexico. Key Accomplishments:• Partnered with Legal to develop new modular approach to Master Supply Agreements and Contracts improving effectiveness across the global organization and acceptance within the global supply base. Negotiated and executed contracts with partners and established a Supplier Scorecard System to monitor performance to contracts. Partnered with IT to move all contracts and performance to a cloud-based environment, improving contract collaboration. • Developed and executed plan to reduce the global supply base by 60% and leveraging spend across the organization through the development of a supplier segmentation strategy. Gained traction by partnering with IT on the development of a RFx platform to aid quote velocity and leverage spend across the organization with a complex global supply base. • Led organization through transformative times moving from a vertically integrated multi-site manufacturer with less than optimal absorption model to a design, assemble and test model by leveraging supplier core competencies to provide sub-assemblies and full assemblies supporting global operations and customers.

Provide supply chain leadership tor the 250m Industrial Hose Division responsible for creating the 3-5-year strategy and facilitating the daily execution in the areas of purchasing, sourcing, materials management, logistics, distribution and customer service for 11 global manufacturing and distribution locations.Key Accomplishments:• Improved customer OTD from 89.8% to 97.4% with a global planning focus on implementation of cross-functional, collaborative SIOP process leveraging technology (Logility) to revise pull system planning to better optimize inventory throughout distribution network. • Facilitated global cross-functional team on the transition of complex product lines from US locations to a new Greenfield operation in Nagpur, India realizing a 253% ROI and doubling annual sales projections through increased global capacity.• Partnered with IT to lead the development and implementation of new technology enhancements and standardization improving material visibility throughout the supply chain, reducing past due issues, improving OTD and reducing lead time to Customers while improving productivity.• Reduced DSI (Days Sales Inventory) from 55 days to 38 days using various playbooks such as lead time reduction, consignment, checkbook process, daily inventory tracking including absorption analysis, PFEP/Kanban, and inventory workshops coupled with the implementation of new SIOP process using Logility and Llamasoft.

Multi-site divisional responsibility for the 300m Hydraulic Valve Division leading strategies for PPI/PPV, WADPO, Supplier OTD, Supplier Quality, Supplier Continuous Improvement, Deflation planning/Inflation, Network Procurement Agreements, risk mitigation, negotiations, new supplier selection and development, technology deployment, VAVE, new product launches, commodity strategies and other visionary long-term strategies.Key Accomplishments:• Developed and executed near-shoring sourcing strategy by identifying, developing and helping facilitate negotiations for joint venture that reflected lowest total landed cost resulting in $5m in annual PPV and developing a deflation pipeline for future corporate spend aggregation of grey iron castings. Strategy proved visionary in helping avoid 2018 tariffs. • Partnered with Corporate IT to help lead the global enterprise toward a new software-based sourcing tool where suppliers and divisions of Parker could collaborate in a cloud-based environment on RFx projects helping to speed the spend aggregation across the global corporation spend network. • Established new Corporate 3PL contract, worked with 3PL supplier to develop dynamic web-based, real-time inventory visibility tool to help facilitate global inbound logistics and Vendor Managed Inventory process with suppliers in Asia to support North American Operations, helping reduce On-hand Inventory by 15 days, improve stock-outs to zero and improve free cash flow.• Implemented tools to facilitate supplier partnerships though web portal-based tools including forecasts, capacity conflict minerals compliance and risk.

Responsible for all global inventory, commodity & logistics strategies across 24 worldwide locations including: United States, Mexico, Europe and Asia. Manage multi-location projects including inventory, COGS performance, low cost region sourcing and supplier consolidation. Also responsible for global supplier and logistics strategies, supplier audits & assessments, supplier quality including improvements through leading onsite process improvement workshops/kaizens. Execute contracts with supply and logistics partners and perform risk assessments. Manage team of 4 Sourcing Engineers in China and India to support supplier selection and transitions to Asia and South East Asia. Assist plant locations with strategic initiatives to help reduce inventory through MRP configuration, MOQ reduction, Lead Time Reduction, 3PL implementation and Kanban/pull management. Key Accomplishments:• Lead introduction of iSource software to plant locations for project funnel management• Supported development and creation of project funnel to achieve $4.7mm in cost reduction activities in 2012• Negotiated contracts multimillion dollar long-term contracts with 2 largest suppliers in India with cost reduction and 3PL implementation in the US and Europe• Reduced indirect spend by $380,000 across 7 locations through Consignment/VMI program negotiation• Training & Development of worldwide Supply Chain Staff on Lean Materials Processes• Implemented Fastenal & Wurth VMI consignment programs into 7 manufacturing plant locations• Implemented perishable cutting tool consolidation & VMI/consignment program into 3 plant locations • Lead Kaizen with Wolfslugan Germany location moving them from MRP to Kanban on all raw materials for liner ball screws• Negotiated logistics contract with Expeditors International to change consolidation ports and lanes generating 75k in savings

Multi-site Supply Chain Manager responsible for performance of team of 18 professionals consisting of Commodity Leaders, Planners and Material Managers at 3 manufacturing locations in Chicago, Buffalo and St. Kitts as well as direct management of 2 Sourcing Engineers in China and India.Key Accomplishments:• Lead site teams to realize favorable price point variance of $1,545,000 or 3.8% of spend• Realigned surcharge program to eliminate administration with 2m in annual surcharges • Reduced inventory in Chicago location by 738k, increasing turns from 12.1 to 14.9 while driving OTD to 94%• Lead implementation of iBuy Ecommerce tool and Direct Works sourcing management software• Lead project to gravitate 2 sites MRO spend to Danaher Preferred supplier with ERP system automation• Restructured both Chicago and Buffalo Supply Chain teams to better align efforts to business demands• Coordinated Multi-site supplier consolidation workshop to eliminate over 50 suppliers in supply base.• Hired and developed new Buyer and China Sourcing Engineer.• • Performed all Purchasing Training, development, teaching DBS tools such as DMP (Danaher Materials Process) Kanban• Improved Low-Cost Region sourcing from 19% to 41% through training and development of Commodity Leaders• Inventory Turns from 6.4 to 8.1 through kanban management and supplier negotiation at Amherst location• Introduction of MCP/VAVE to Amherst and funnel creation• Rolled out Supply Chain Daily Management, QDIP, PPV Board, Ariba, RCCM• Instituted Vendor Managed Inventory program for MRO supplies eliminating headcount• Negotiated with FedEx on reduction in duties under CARIB for shipments into St. Kitts resulting in 35k in annual savings

Responsible for selection and management of total supply base for direct and indirect material spend. Negotiate contracts with existing suppliers and new suppliers on Limited Liability Blanket Purchase Orders to support Danaher Materials Process. Negotiate Long Term Agreements with Contract Manufacturers and strategic supply chain partners to reduce overall inventory exposure while insuring best terms for payment, minimum order quantities, Price Point Variance and Non-Cancelable Non-Returnable risk. Reduce and consolidate total supply base and establish strategic partnerships with vendors for improved Supplier Quality Management and for leverage for Corporate initiatives such as lead time reduction, price point variance (PPV) and year-over-year savings. Bring key suppliers into the Accelerated Development Process to insure best cost of manufacturability and reduced lead-time. Coordinate all activities with other Danaher Operating Companies and Corporate liaisons to insure consistency and best practices across the businesses. Familiar with business practices and policies including governing export/import rules and regulations in The United States, Canada, The Peoples Republic of China, The United Mexican States and The Socialist Republic of Vietnam.

Reporting to the director of Operations in Everett, site leader having full responsibility for Plant P&L. Managed teams in Assembly, Test, Manufacturing Engineering, Quality, Production Scheduling, Indirect Purchasing, Electronic Technicians, Facilities Management, Environmental Health & Safety, Shipping, Receiving and Material Handling. Coordinated multi-site facilities in Cleveland, Ohio, Everett, Washington and Eindhoven, Netherlands. Involved in execution of annual Policy Deployment (PD) goals, report on monthly Key Performing Indicators (KPI) and provide root cause countermeasures monthly to the Division Leadership Team. Set goals and objectives for the site to meet and support KPI’s, PD. provided assistance in strategic planning of the organization with the Leadership Team. Managed business product line transition from Norway to Cleveland.Key Accomplishments:• Successfully increased productivity from 50% to 131% (application/actual spend) within two years of excellent management.• Drove site initiatives for gross margin expansion from 36% to 58%.• 48% reduction in workforce while improving output through implementation of Standard Work/Cross training program resulting in over $400k reduction in direct labor costs including a 73% reduction in premium labor spending.• Successfully reduced lead-time from 32 days into 5 days through Kanban replenishment and make moving to make to stock model. • Drove down Past Due backlog to customers from 1.2M to 10K (0.53 days of sales) in on year.• Increased on-time delivery to customers from 72% to 97% as well as improved Internal Quality PPM by 33%.• Effectively led a new product launch team for TNT12000 product as well as directed factory transition from Norway of Metron product line to Cleveland site.• Brought facility into OSHA compliance as well as initiated Voluntary Compliance Program with state.• Transition manager, assisting in moving all assembly operations to Everett, Washington.