Currently responsible for the Operations, Manufacturing, and Engineering of two Teleflex Medical facilities located in Massachusetts (Chelmsford and Everett). The facilities are with the Cardiac Care segment of the Teleflex Medical Business.

Responsible for the operations segment of the business.

Vice President/GM (2011-2012)Senior Vice President of Operations (2009-2011)Vice President of Engineering and Operations (2008-2009)• Retained by the CEO and Board of Directors to transform a twenty-five year old company into a more customer-responsive, efficient and profitable business.• Main areas of business improvement included: meaningful performance metrics, assessment for performance improvements, and installation of Lean Practices, obtaining ISO certification in 2010, new product development and successful product launches. (New Products represented 50% of annual sales in 2012)• Developed second sourcing options for key components, implemented a design phase gate for new product innovation, achieved $1M+ savings in first year cost reductions and yield improvements. • Led the value-selling initiative for custom designed equipment. Improved technical sales capabilities. Assisted the sales force by establishing technical teams to help close deals.• PBIT improvement of 400% by 2011, and another 100% improvement in 2012. Improved on-time delivery to 98%.* Microfluidics was acquired by IDEX Corporation in February, 2011.*

• Developed the necessary elements for transfer of R&D designs and concepts into a manufacturable product portfolio for the new, start–up business. • Established all of the facility requirements, personnel needs, MRP system, and supply chain elements. • Improved the material margins of the standard design by 40% by reducing parts complexity and utilizing competitive supplier quoting and negotiations.

The Canton division was the center of excellence for fiber-optic gyroscopic design and new product development. Northrop Grumman purchased Fibersense in 2003.• Responsibilities included Manufacturing, Production Control, Materials, Procurement, Manufacturing Engineering, and Quality Assurance. • Actively participated in the Northrop-Grumman business integration team. • Member of the Northrop Grumman, Division Level, President Leadership Award team for technical achievement. (Award presented in March 2004) • Established a continuous improvement philosophy, utilizing Lean tools. • Effectively utilized performance metrics to measure operational performance. • Product build-cycle times reduced by 70%, inventory reduced by 66%, WIP reduced by 80% and product yields improved by 40%.

Fibersense was a high technology start-up actively engaged in the state-of-the-art gyroscopic design. Most significant accomplishment was the transformation of an engineering design house to a full-fledged manufacturing business.• Responsibilities included Manufacturing, Production Materials Control, Procurement, Manufacturing Engineering, Quality Assurance, and Facilities.• Grew the business from $5 million to $30 million in sales in less than 2 years. • Additional accomplishments included ISO-9001 certification, increased schedule adherence from 0% to 90% on-time delivery, implementation of an MRP system, and validation of second sourcing key component suppliers. • Cost savings in the first year of employment exceeded $250K in material savings and $400K in labor savings. Installation of Lean practices changed the way business was conducted. Inventory (stores and WIP) decreased by 50%, build cycle times decreased by 50%, and on-time deliveries improved significantly to 92%.

Executive Director of Business Operations/ General Manager (1997-2001)Senior Director-Manufacturing (1993-1997)• Responsible for the P&L for the business. • Additional responsibilities also included Manufacturing, Engineering, Research and Development, Finance, Quality Assurance, Human Resources, Sales, and Materials.• Accomplishments included: a 75% growth in gross profit, improvement of on-time delivery of finished product by 22% and significantly increased new product on-time launch and delivery by utilizing a new beta test philosophy and process. • Provided leadership in Lean manufacturing practices. Improved product quality by instituting continual improvement programs such as Corrective Action and Preventative Action and ISO initiatives.• Improved technical sales by engaging engineering competencies.

Over the ten year span at ACMI, I took on an increasing level of responsibility.