Bobbi Howard Email & Phone Number

Durham, North Carolina, United States

Morrisville, North Carolina, United States

As the Surgical Business Unit's Marketing Manager i led goal and objective setting with business unit senior leadership team and all product manager web, digital, print, and in-person marketing events were budgeted, designed, prioiritized, approved, and launched through my team working across many vendors and partners internally and externally. Plan, Do, Check, Act was instituted to set our goals collaboratively, research smartly and level set needs for success, execute our plan, review metrics, and quickly act by changing and responding to feedback and ultimately achieving a successful result.

Morrisville, North Carolina, United States

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Morrisville, North Carolina, United States

As an S&OP Global lead my main focus is to drive our process maturity focused on technology, processes, analysis, and people. I am a global lead coordinating our APAC, LA, EMEA, and North America leadership teams both on supply and demand. One focus has been on Integrating our systems to give a useful template for demand reviews, forecast accuracy, waterfalls, OTIF, and many other inventory and customer order metrics. This has led to much success in spreading the meeting discipline and creating best practices regardless of the Business Unit or plant. The other main focus is communication, education, and creating confidence in the supply and demand leaders running the demand reviews, site supply reviews, pre-S&OP, and Executive S&OP. They are focused on creating value and driving strategic decisions that ultimately improve our customer's order fulfillment and deliver the right product at the right time.

Morrisville, Nc

OXYGEN is an Employee Resource Group sponsored by Teleflex's President of the Americas. I was elected by my peers after campaigning and formal speeches. We have created the highest attended group within our NA headquarters. The purpose of the group is bring people together who want to learn, grow, network and have fun. I have formed 6 committees based on internal survey and brainstorming meeting feedback. Each committee has a chair and members that went through an application and interview process. Engagement is high because this group allows people to take good ideas and make real, impactful change across all of Teleflex. Distinguished speakers and VP's are now more engaged in mentorship programs than ever, internal education is being revamped and executed from a central management group who are part of our Skill.ED committee. Our Local Impact committee is creating a different monthly volunteer opportunity when there used to be just one week per year allocated to volunteerism. Every initiative has a project charter with owners, champions, and leadership approval. Oxygen officers are the project champions to ensure that each committee is set up for success and supported throughout each project. Communication and positive, public reinforcement of each step of progress ensures that more employees sign up to be a member every month since creation in April 2019 and our programs continue to improve.

Morrisville, Nc

Teleflex created a Customer Experience department at the end of 2017. For almost two years the CX team has been working to make Teleflex the most customer obsessed company in the med tech industry. I supported the newest training iteration for CX by introducing our consultant to our Director of CX strategy. I was then given the opportunity to teach all of Teleflex the principles of CX. Every person practices role playing, interactive exercises, and goes through C.A.R.E. principle goal setting. There are online forums through our Yammer pages to hold people accountable after the training and to promote the CX culture across every employee. Walking In Others Shoes, connecting our work silos, and colleague care are identified areas that each group brainstorms and executes actions after the trainings.

Morrisville, Nc

I was entrusted with the Global System Landscape Optimization project. The goal of the project was to match our labels to the Material number in SAP. Over 2,000 items were consolidated down to approximately 550. Customer communication, regulatory, system PO's, orders, and big data maintenance across all plants, BOMs, routings, contracts were switched over. This was largely an IT coordination project with buy in for the process from every department lead and management. As co-lead I enhanced my project management tracking and planning processes. Cutover and follow up processes were successful with no decrease in sales overall improved customer feedback from the quality and administrators who buy and handle our products. I am proud to say this project along with numerous IT upgrades & system's integration projects was another example of creating a beautiful customer experience.

Morrisville, Nc

Arrow Specialty Kits is a division of Teleflex that's goal is to offer surgeons and clinicians everything they need to perform their surgeries in a kit. Customers are offered over 2,000 configurations so they have exactly what they need to perform surgeries accurately and precisely. I took on the planning, collaborated with the production teams, immersed myself through ethnographic observation in the first few months to truly understand the importance of each part of the organization. Forecast accuracy increased by 16% on average due to increased communication, demand reviews, and S&OP process implementation with a clear understanding of the customer's needs. ASK team continued to improve processes in each element of the sales, contract creation, and item creation process resulting in a decrease of 3 weeks in initial production time from 10 weeks to 7 weeks to get customer's their first shipment of custom kits.

Research Triangle Park, North Carolina

Anesthesia and Respiratory Business Units merged and I was entrusted with leading planning for all segments of the business. Demand Planning department with managers and directors was dismantled and all planners reported directly to VPs of the business units they supported. I was given autonomy to lead and collaborate across to Supply Planning and manufacturing sites in Mexico, Czech Republic, Malaysia, and others. I created new reporting formats that opened up demand reviews with marketing and sales leadership and led to an increase of 9% forecast accuracy on Top Codes. I led the North American Sales and Operations Planning monthly review process for the business unit to ensure senior leadership was empowered to make strategic decisions monthly.

Research Triangle Park, North Carolina

• Improved planning and analysis consistency resulting in 6% forecast accuracy improvement in 6 months. • Owned the Global S&OP monthly Respiratory presentation to business unit & supply chain leadership. Analysis included: forecast waterfall, forecast accuracy, business segment demand fluctuations, new product introductions, production capacity and adherence, backorders/recovery plans, and financial vs. inventory projections.• Initiated, developed, and taught 3 training classes for the demand planning and procurement departments. Topics include SAP BI reporting, Queries for forecast analysis, and Materials Resource Planning in SAP.• Co-lead Work Environment committees to transition 600 employees into a more productive, new corporate campus. • Created two internal surveys to rate employee satisfaction and ability to collaborate effectively due to their workspace.• Organized two work culture seminars for 40 managers with 5 presenters, and “Think, See, Do, Collect” exercises

Research Triangle Park, Nc

Global Operations lead directing the Dallas, TX and Research Triangle Park, NC warehouses consolidation to one North American DC in Olive Branch, Mississippi. The project included in-depth inventory analysis, workforce management, draw down and build up planning, daily and weekly goal setting across teams, and attrition management. I communicated across the old and new DC teams to ensure that the draw down and build up plans were on track and each side were ready for each step of the transition. Consolidation was successful with fair incentives offered to current Teleflex employees and transitional training offered. Their were no backorders or impacts to the customer aside from updating their address book. Phase 2 included setting up more customers for shipping incentives, consolidated shipment deliveries, and updated shipment communication with delivery tracking.

San Antonio, Texas Area

• As a Product Marketing Manager I was responsible for managing relationships in 4 product categories with 127 vendors totaling $138MM annual COGS with two employees focused on marketing promotion, sales demos, and trade shows. • Successfully converted 11 product sub-categories (oil, specialty bread, biscuits, flour, gravy, soups, gelatin, warewashing chemicals, foam, cutlery, foil & film) which increased product quality, consistency of supply, aligned Labatt with vendor partners, and provided customers with high quality product at a competitive cost. Conversion initiative volume range $300K - $5MM+. Marketing, Sales promotion, bid pricing and training were executed for every conversion with a focus on product quality, consistency, customer preference, and enhanced vendor partnership.• Performed multiple conversion analyses with emphasis on high quality and competitive cost. Required assessments included: vendor proposals, production location, inventory turn, order cycle, order lead time, freight cost, rebate income potential, company structure, and product cutting results.• Analyzed and identified preferable core vendors for the Bakery, Dry Goods, Commodity, and Non-Food categories, and presented 10+ recommendations to the Director of Marketing, COO, and President, resulting in vendor shifts in these categories.

San Antonio, Texas Area

• In charge of all UniPro-related projects including: serving as marketing team lead with two programmers and two analysts to create new systems to improve Labatt’s success when negotiating at UniPro conferences.• Accountable for budgeting income and controlling pricing for all 120 UniPro vendors, with top 20% of vendors each provided $125K - $500K rebate income; if vendors made alterations to programs, I negotiated directly with vendor representatives to maintain/increase rebates, decrease prices, and drive growth through innovative promotions to our customers.• Created largest UniPro rebate source in 2011 while keeping cost the same by leveraging UniPro’s protein commodity market buy-in opportunities to source Labatt’s boxed beef and fresh pork which consolidated volume and utilized top industry analysis tools to gauge when we should buy • Trained a team of 7 buyers to negotiate promotional rebate deals worth approximately $1.1 MM annually during the 3 UniPro purchasing conferences attended by our 120 member vendors every year.

San Antonio, Texas Area

• I purchased from 112 unique vendors into 5 regional warehouses while maintaining 99.6% annual service rate.• Sourced approximately $3.2-$3.5 million in weekly inventory; normal inventory volumes reside at $2 million.• Principle facilitator to modify SKU and Vendor metadata while communicating adjustments among five warehouses including: Receiving, Inventory Control, 100+ Salespeople, Marketing Specialists, Bid Department and Operation Analysts.

Austin, Texas Area

• Performed competitor analysis of best direct marketing practices to offer suggestions for higher customer retention • Utilized data mining and analysis techniques to observe metadata behind marketing webcasts, resulting in sales increases via optimization of website search functionality from research

Livonia, Michigan

• Co-organized annual “Ford Americas Top Supplier Meeting” - attended by over 100 CEOs and Senior VPs• Consulted with Executive Production Purchasing Director at weekly strategy meetings• Provided Management with spreadsheet analysis for new transmission program while learning lean manufacturing techniques• Created “Engine & Transmission Cycle Plan with Part Volume Research”, which required coordination of inquiries with over 10 different departments – finished 3 weeks early