Consultant assisting manufacturing companies with strategic planning, Lean implementations, performance improvements, and organizational development.

Scope: Executive leader of a highly regulated medical device manufacturing and assembly division. Current responsibilities include oversight of seven complex manufacturing facilities with revenue of $725M+, product development and program management of multi-million dollar medical device programs, strategic planning, process/systems development, and business development support. Lead a team of 8 direct reports and 2,000+ indirect reports. Previous experience leading 8 global Manufacturing/distribution sites located in Asia, Latam, EU and NA with a P&L of $550M+. Process Change: Drive continuous improvement of the Nypro medical device manufacturing operations increasing productivity 10%+ and profits 8%+ while creating a culture of cooperation and safety. Program Execution: Launched 15+ multi-million dollar medical devices programs globally and lead three facility expansions and consolidations. Organizational Development: Strategically upgraded key leadership roles to position Nypro for continued growth profitability while going through integration with our new parent company, Jabil. Lean: Drove LSS culture in all operations utilizing a lean maturity model to assess current state and established annual goals and metrics to create the path for the lean journey.

Scope: Responsibilities include strategic planning, financial management, operational excellence, and business development. Lead a team of 8 direct reports and 175 indirect reports.Change Agent: Create an environment of positive change for a facility with several quality, regulatory, and financial challenges. Created and communicated a team-based strategy of continuous improvement and established metrics for tracking the performance. Year-end results show dramatic improvement in quality, financial and operational performance.Customer Relations: Hired to resolve major quality issues and re-build the relationship with the dominate customer at the Chicago facility. Drove the Quality Improvement Process to resolve Quality Management System related problems resulting in re-certification of the division within 9 months.

Key member of the executive team responsible for new business development, product innovation, design, and development of complex packaging solutions for consumer and medical markets. Lead a team of 6 direct reports and 29 indirect reports responsible for marketing intelligence, capturing the voice of the customer, developing and testing new concepts, creating business and financial plans, and developing manufacturing processes through effective program management to successfully launch new products.

Key executive reporting to the Division President responsible for business development, quoting, engineering and program management of all new business opportunities. Responsibilities extended over three US facilities and one European facility in highly regulated industries. Jointly responsible for P&L of all four facilities.

Manage 5 departments consisting of Product Development, Manufacturing Engineering, Maintenance, Mold Shop, and Quality Engineering. Consistently drove cost out of the manufacturing process to the order of $5 million per year. Effectively lead a team of 80 hourly and salary employees through a chaotic transition from a privately held company to a publicly held corporation.

Managed complex, multi-process manufacturing operation and lead numerous departments including quality, safety, manufacturing, scheduling, purchasing, maintenance, tool repair, and warehouse operations. The division doubled in sales during my tenure and the manufacturing team continued to perform at world class levels. Designed and built a 75,000 sq. ft. clean-room facility and transferred operations without missing a customer delivery.

Performed product testing, First Article Inspections (FAI), material development, process improvements, cost reductions and product development.