Leads Personal Care Technical Asset Strategy for Kimberly-Clark’s Global Personal Care brands. Led major program to enhance the competitive position of Personal Care businesses in the Asia Pacific. Determines scope, aligned stakeholders and gained endorsement from senior leaders for funding and program execution. Provides strategic guidance and oversite for the generation and protection of intellectual assets outside of North America Results:  Developed the overall strategy and execution to build a new facility in China for the fabrication of proprietary production equipment. Set the strategy for a new product and process development a facility in China to accelerate the pace of global innovation. Collaborated with local and global R&E to develop a new premium CD diaper pant that was a significant winner  Led program to design and develop a new proprietary diaper pant machine with the capability to make premium products with best in class productivity and cost.Global Responsibilities: Aligning cross-functional business teams on Sector / Regional asset and process technology strategies that create global scale in how to procure, operate and maintain, while limiting customization to enable rapid, cost effective deployment of innovation around the globe. Aligning cross-functional business teams on Sector / Regional asset and process technology strategies that create global scale in how to procure, operate and maintain, while limiting customization to enable rapid, cost effective deployment of innovation around the globe. Solving the toughest and most critical process development problems.  A key stakeholder and thought leader for defining OEM Manufacturer, Third Party Service Provider sourcing, integration and start-up strategies to provide a competitively advantaged asset network  Champions the development of global process intellectual property strategies to ensure innovations are appropriately protected.

Provide strategic direction for process and technology development for the incontinence products from new product conception through life cycle maximization. Identified technology gaps, prioritized opportunities and initiated technical programs to enable portfolio projects and cost management. Led NA asset strategies and equipment migration plans. Results:  Early collaboration with FEI enabled concurrent product, process and material design for innovations resulting in healthy portfolio of ideas for projects and enabling technologies.  Led the creation of the Technology Identification and Development Process to identify, prioritize and implement programs to support future materials, process and packaging needs. Led AFC organizational analysis resulting in a recommendation on how to accelerate growth of technical skills and ensure appropriate career development pathways existed for engineering functions. Enabled category changing innovation with protective underwear along with world-class manufacturing capability Led the process development of anew process for generating and protecting intellectual assets

Provided leadership to the Proccess Technology team. Developed equipment strategies, standards, sourcing strategies and vendor partnerships. Created and maintained best practices for the application, operation and maintenance of equipment. Results: Developed technology for highly shaped diaper leg cutouts enabling wining innovation the diaper market Delivered in excess of a million dollars annual cost savings Developed equipment standards and migration plans

Provided enterprise leadership for business processes development and tools that support SAP Plant maintenance system and reliability improvement programs. Provided leadership to Cutting Technologies team. Results: Drove development of staff business processes and tools used by capital projects to update the SAP plant maintenance bill of material for projects.  Conceived new business processes and software tools that integrated the engineering process with the spare parts management process. Protected unique approach with a Business Process patent

Provided plant project leadership for design, installation and startup of the Depend Protective Underwear FOAK and second machine. Accountabilities included: machine design, schedules, infrastructure improvements, installations checkout and project safety. Led the plant implementation of the first wave of the SAP Plant Maintenance systems.Results: Capital project was completed on time, within budget and delivered “best in world capability”. Coauthored the Sector Project Management Manual that documented “best practices” for capital project execution Implemented SAP plant maintenance methodology that became the enterprise “bench mark” leading to subsequent adoption by other plants

Provided technical leadership as the only facility engineer to improve quality and reliability of cutting equipment. Contributed to identifying and creating core competencies needed for Kimtech to be viewed as an indispensable partner to KC Personal Care business. Results:.  Developed capital investment strategy to enable facility vision and business goals.  Improved facility capability to manufacture high accuracy converting equipment. Implemented methodologies to integrate Kimtech equipment manufacturing knowledge into the equipment design process shortening project timelines, reducing cost while improving the performance of converting processes.