Partner with executive leadership to successfully plan and implement standardized safety & quality policies/initiatives for 52 hospitals in 9 states to drive clinical excellence across the multistate system.

• Planned and led multiple global executive leadership summits of 45-90 attendees (including CEO) both in-person and virtually to drive strategic alignment of Cordis’ top priorities throughout all levels of the organization.• Designed and administered global customer (n=270+) and employee (n=3500+, 97% participation) surveys every 6 months to capture current sentiments and opportunities for improvement. Analyzed KPIs to distill key themes and trends over time across multiple categorical lenses and prepared insights for discussion with leadership to execute strategies at both global and local levels that would have the biggest impact on satisfaction and retention. • Ensure success of Cordis’ top transformational initiatives, driving from concept to execution in 60 days. Coached project teams and leaders on how to conduct broad yet thorough analyses including current/desired state, risk assessment, change management, and transition plan, as well as presentation of succinct and effective business cases to executive leadership at each stage of the breakthrough process. • Developed, maintained, and aligned HPMS operational processes with organizational business rhythms to optimize operations, drive alignment at all levels of the organization, quickly remove barriers to progress, and ensure the continued integrity and sustainability of databases, reports, and communications in 9 supported languages.• Spearheaded cultural change at all levels of the organization by partnering with HR and SMEs to design and deliver targeted educational workshops and communications that teach critical skills, embed HPMS concepts as the standard approach to solving problems, and empower teammates to take action using what they’ve learned. • Led workstreams that identified and implemented initiatives worth over $15M in annual incremental EBITDA.

• Led and mentored internal consulting team of project managers, industrial engineers, and business analysts in the development and successful deployment of innovative systems, services, and analytical tools that support clinical operations and strategy, including but not limited to reduction of readmissions, improvement of quality metrics and patient outcomes, and creating processes to ensure a cohesive continuum of care both in and outside the hospital.• Devised and implemented a customized, scalable system utilizing existing resources and PowerBI that transformed COVID lab operations from a manual process yielding 266 results/day to over 1000 results/day while simultaneously reducing required manpower by 65% and average turnaround time by 12 hours (50%). This in turn allowed the hospital system to bring all testing in-house yielding savings of over $500,000/month.• Established & led COVID PMO. Coordinated 19 project managers across two regions both in & outside the department supporting 137+ unique initiatives occurring across the enterprise. Assisted executives and operations by providing high-level awareness of initiatives/status, linking people to the right contacts, and reducing duplication of work. • Envisioned and executed strategies to expand the influence of the department and support future growth, including development of tools, educational courses, operational processes, and implementation of standards/protocols.• Advised and facilitated discussions with key executive leaders and stakeholders to distill requirements and project parameters and ensure the timely and accurate completion of critical milestones. Responsible for resource assignment, prioritization, and oversight of initiatives that fell within the team’s domain. • Led creation of new job descriptions and requirements. Established business rhythm, escalation, performance evaluation, and documentation expectations. Worked with other managers to implement across the department.

• Served as sole US engineering liaison between Asia-based manufacturing team, domestic distribution providers, key suppliers, R&D teams, program management, merchandise sales, retail packaging, and product integrity in support of the overall management, development, and lifecycle of the MagicBand product line. • Built from scratch and implemented a comprehensive quality management and document control system to ensure adherence to product specifications, compliance with safety and international requirements, tracking of metrics, milestones, and objectives, documentation, ECRs, and accurate version control of technical documents and forms.• Reduced defect rate and costs between 1st and 2nd generation product by over 30% through technical redesign, yielding savings of over $7M per year. Reduced 2nd generation defect rate by 76% within 1.25 years of launch. • Achieved goal of critical safety test performance at or above the 6 sigma level. Achieved first pass yield of 98.92% (electronics), 99.80% (molding), and 99.95% (distribution).• Effectively eliminated shipping-related damage and increased delivery capacity of each freight container by 12% per ocean shipment through packaging tray redesign.• Designed cost-effective solution to increase capacity of delivery carts by 40% and reduce processing time and materials for high volume group reservations through reimagination of distribution process and redesign of containers and labels for improved readability and easy access.

• Team lead for 17 major subcontractors. Oversaw and actively managed all supplier relationships and functional teams associated with Lockheed’s high-volume materials acquisition center (SEMAC) to optimize product design, troubleshoot issues, and facilitate communication throughout entire supply chain to effectively deliver critical material.• Liaised with government customer and suppliers, supplier audits, schedule tracking, corrective action responses, RMAs, weekly IPT meetings, cyber security notifications, cost analysis, contract negotiation, proposal solicitation, identifying and driving value engineering initiatives, and procurement representation at engineering change board meetings.• Developed tool that enabled program to track, prioritize, and expedite over 1,200 unique orders a year from cradle to grave. Developed early warning system to flag potential impacts based on production dates and vendor lead times.• Received JASSM Impact Award (2015) for outstanding support of JASSM & LRASM programs. Sole program rep for both programs simultaneously for 6-month period until LRASM program representative position was filled.• Greatly exceeded target negotiation decrements, saving program over $3M through thorough cost analysis, leveraging supplier relationships, and driving affordability initiatives. Reduced vendor unit price by 25% across 2 combined lots.

• Two-year rotational program through Quality, Manufacturing Operations, Procurement, and Program Management.• Automated metrics collection and reporting in Excel, effectively eliminating the need for the existing position.• Increased overall team performance by 20% as supervisor for a team of 18 manufacturing operators. Went from bronze to platinum rating and became Team of the Year finalists, despite quality/schedule challenges.• Cut defect rate by 50% resulting in $500K+ savings and a 15% performance increase though extensive work process optimization, tool revisions, and mistake proofing. Team received Team of the Year award in 2012.