Chris Jorgensen Email & Phone Number

Wake Forest, Nc, Us

Taipei, Taiwan, Tw

Establishing a Business System based upon our core Values and Bora Culture across our growing global network is key to being a sustainable fast expanding Pharmaceutical company how we will achieve our mission of “Contributing to Better Health All Over the World”

➢ Built from ground up a successful local brand around my Viking heritage with a hub and spoke model where the hub is a Brewery and Winery producing our own crafted beer, cider, seltzer and the spokes being our Norse branded restaurants and bars➢ Our concept is to provide an inviting space for all our guests no matter their background, for everyone to get together at their local Norse to enjoy an inviting environment with a full bar serving our in-house craft brews, liquor and wine complemented by a southern style food with a Scandinavian flair➢ Providing good and stable jobs for our 50+ staff along with health benefits allowing them to take care of them selves and their loved ones ➢ We love our local small town communities and strive to be the gathering place of choice, be it at our Brewpub, our Longhouse or our other future locations. For us it is all about togetherness or as us Danes say "Hygge"

Waltham, Ma, Us

➢ Building a new Operational Excellence culture and function within the newly acquired PPD business➢ Integrating the Clinical Research Group, its 3 Divisions and 36,000 strong global workforce into Thermo Fisher establishing the base expertise to drive $500M+ annual gross benefit over 3 years➢ Implementing the PPI Business System across the Clinical Research Group driving a higher maturity level of Operational Excellence to execute a scalable EBITA impact throughout the integration➢ Leading the PPI integration of $8B revenue stream as part of the new Clinical Research Group➢ Leading the integration of Patheon's $1.2B revenue stream as part of the new Pharma Services Group➢ Responsible for developing and executing a three year growth plan with a target of adding $120MM of EBITDA➢ Driving the operational excellence strategy reporting into the Executive Council Board member in the C suite➢ Developing and implementing the Patheon Way, the business wide operating system, across a network of 22 global development and manufacturing sites ➢ Designing and implementing future methods and strategies for agile development, lean labs, lean project management, continuous manufacturing, lean warehouse and supply chain among others ➢ Launching Operational Excellence into newly acquired businesses as part of a $4B growth plan➢ Driving holistic transformation across a multi continental network of 30+ manufacturing and development sites through top down and bottom up mindsets, behaviors and capabilities coaching➢ Executing performance based and improvement sharing client agreements across an extended supply chain spanning both front end suppliers and back end distributors

Munich, De

➢ Leading the North American development and implementation of the Siemens Performance System (SPS) spanning Energy, Industry, Healthcare and Infrastructure sectors➢ Member of the Corporate Supply Chain Management Leadership team ➢ Responsible for over $250MM savings across 150+ factories and Engineering/R&D sites➢ Building up 600 highly skilled certified lean experts and coaches to lead the transformation➢ Turning around several production lines and business units to gain new competitive advantages ➢ Integrating all functions along the value chain to decrease lead time throughout from R&D through sales and quotation to manufacturing, installation and service➢ Coaching Divisional leadership teams in the implementations and strategies of Lean and SPS➢ Extending lean into the supply chain by executing SPS into tier 1 strategic suppliers and thereby fully integrating Siemens' supply chain into the manufacturing facilities of our suppliers

Munich, De

➢ Member of the Supply Chain Management leadership team responsible for improving the entire Supply Chain Value Stream from suppliers through purchasing and manufacturing to delivery➢ Building and leading a global Lean Six Sigma community across Europe, APAC and the Americas transforming Siemens Wind Power into a world class continuous improvement organization➢ Responsible for 100+MM Euro in annual Improvements by eliminating waste, lead time thus increasing capacity, flexibility, quality and cash flow➢ Generated a cost savings of 15MM Euros and 2900 square meters within existing footprint and developed Lean designs for green/brown field factories continuously cutting space while maintaining or increasing output per square meter➢ Optimizing manufacturing, warehouse/logistic and functional support lay-outs for both existing and green/brown field factories to enable maximum output at start of new plants and products➢ Developed the first moving line for wind turbines enabling an 83 metric ton product to be assembled on a "car-like" assembly line➢ Driving relationships and efficiencies within vendors/suppliers as well as regional and global manufacturing and support functions to create a fully integrated supply chain

Glen Allen, Virginia, Us

➢ Responsible for designing and maintaining mortgage insurance technology products delivering $19B in insurance over 10 lender connections, 12 origination systems and 250 lender integrations➢ Design and maintain a 400 user underwriting, imaging, and workflow system processing 400,000 loans annually with an off-shore run the shop and automated testing team➢ Lead the delivery of process and technology business solutions with an organization of 3 Leaders and 25 Business Analysts US and India based delivering $300K in annual cost improvements➢ Drive Lean Sigma process designs throughout the business increasing productivity by 200% through new processes and technology➢ Vendor management and contract negotiation with business process outsourcing, technology and resource partners

Glen Allen, Virginia, Us

➢ Led the implementation of a $2.5MM Customer Relations Management and Case Management application for 1800 sales agents driving $10+MM in annual sales➢ Built and implemented new voicemail system, exiting third party vendor and transitioning 1800 users for an annual savings of $500K➢ Led 6 IT Managers, 21 developers and 12 help desk analysts in the US and India supporting 1800 sales agents, 300 US and 50 India based Support Staff, 6 Divisions, 6 Service Centers➢ Engaged vendors in search engine optimization, customer experience and support➢ Built and implemented the web strategy for Long Term Care Customers, Brokers and Agents➢ Managed a $13MM project Long Term Care Marketing IT separating Genworth from GE➢ Led the day to day operations of Leads Management systems, including application upgrades and future strategic alignment of the leads generation technology➢ Managed tier 1 help desk in India and tier 2 locally, supporting 29 web and CD based applications as well as hardware, software and telecom

Boston, Ma, Us

➢ Increased Service Levels for GE Financial Assurance IT Security and realized savings of $150K/mo by moving 3rd Party Network Connectivity to new hardware➢ Built and implemented GE Financial Assurance’s $2.3MM new web infrastructure➢ Managed a team of 2 project managers and 10 developers designing and building a portal infrastructure for cross business sharing of web services➢ Coached and trained Green Belts, Black Belts, Master Black Belts and Executive Black Belts in the Six Sigma methodology➢ Establish Center of Excellence development teams at GE’s Global Development Centers in India for design, development and support of web technology

Boston, Ma, Us

➢ Created a Center of Excellence at GE Capital International Services India for developing electronic billing functionality for all GE Capital and GE businesses➢ Development time is 67% less than the industry and cost is 70% below the industry average.➢ Managed multiple projects across GE businesses and Vendors➢ Digitized the Bill Audit process enabling Auditors and Customer Service Representatives to view the eBill online during inbound calls➢ Managed 2 Team Managers and 10 developers building eBill/ePay solutions for cardholders to receive statements and submit payments via online➢ Managed vendor relationships while building an eBill/ePay infrastructure for HTML development, back end ACH transactions and account reconciliation

Boston, Ma, Us

➢ Led the Insurance Triggers Process Improvement Team reducing legal and compliance mailing lead time from 60 days to 4 and implemented automatic process monitoring➢ Increased the Autocash process hit rate of algorithms matching commercial payments to invoices from 60% to 94% resulting in savings of $160K/yr➢ Conducted Six Sigma training for Green Belts, Black Belts and Master Black Belts➢ 100% success rate in coaching 7 Six Sigma Black and Green Belts through project completion➢ Developed the e-business New Product Introduction development process for GE Card Services utilizing DFSS/DMADV methodology to increase speed to market

Arlington, Va, Us

➢ Eliminated 30 Final Installation hours per day resulting in reduction of one flow day and savings of $20,000 a day per airplane➢ Improved on-line ordering of model specific parts reducing delivery time of parts up to 70%.➢ Reduced Filter Change process from 24 hours per plane to 8 hours➢ Avionics Installation setup time was reduced from 8 hours per airplane to 3 hours and eliminated 13 out of 15 safety related items➢ Managed 5 Lean Manufacturing Assessment teams➢ Led 15+ Accelerated Improvement Workshops, including Gemba Kaizen activities➢ Taught the principles and philosophies of Lean Manufacturing, Just-In-Time and Kanban as well as the Toyota Production System to employees and management

Arlington, Va, Us

➢ Responsible for managing the workload of the 777 Tool Construction shops➢ Worked directly with customers and suppliers to 100% total satisfaction➢ Developed and managed rework plans, improved processes and procedures to shorten flow-time of tool rework➢ Designed and implemented new flow and schedule to complete line moves within one shift

➢ Utilized continuous improvement and statistical process control to change scheduling and reception departments➢ End result was no wait time for patient from time of check-in till diagnosis was given by the doctor

Struer, Dk

➢ Analysis of product line and US market socio-demographic to narrow down new target locations➢ Opened new stores in the Los Angeles and San Francisco based upon our analysis and recommendation

Education record

International Marketing