A leading global life sciences and diagnostics innovator, committed to accelerating the power of science and technology to improve human health. The Life Sciences segment designs and manufactures high technology instruments, reagents, and consumables to study the building blocks of life.Recruited back to Danaher to turn around Beckman Coulter operational performance after Covid exposed significant gaps in customer service, cost control, and footprint strategy. Responsible for enterprise-wide DBS (Danaher Business System), Supply Chain, Manufacturing, Engineering, & EHS representing $1.5B revenue and 3,400 global associates.Acting President of Beckman Coulter in 2024 during a time of organization transition and significant biotech market dynamics.Led DBS across enterprise functions to accelerate Product, Operational, and Commercial excellence.Created the global supply chain and operations organization structure and upskilled the leadership team by centralizing critical functions that were under three individual business units resulting in a group with focused expertise. Globally aligned expectations, metrics, and cadence across all functions and facilities including recent acquisitions.Reduced Past Due by 90%, improved OTD by 20%, reduced lead times by >50%, reduced inventory 23%, and significantly improve cost management by driving lean thinking and discipline into our supply chain and manufacturing processes and talent. Developed global manufacturing and distribution footprint strategy to align customer service and cost requirements with evolving customer footprint, geopolitical changes, and supply chain challenges.

Manufacturer of Building Envelope products through the Construction Materials (CCM) and Weatherproofing Technologies (CWT) business units delivering innovative, labor-reducing and environmentally responsible products to improve building energy efficiency and resiliency to the elements. Carlisle also is a leading provider of products to the Aerospace, Medical Technologies and General Industrial markets through Interconnect Technologies (CIT) and Fluid Technologies (CFT) business segments. Leading operations for building product businesses including supply chain, logistics, manufacturing, engineering, EHS, Quality, and Carlisle Operating System (COS) representing ~$5.3B sales, 70 facilities, and 3.5K associates across North America and Europe. Driving transformation of multiple manufacturing business units into one standard Carlisle Operating System (COS).Facilitating the evolution of the Carlisle Operating System to fully leverage the best practices of TPS & DBS.Implementing standard systems to ensure best in class Safety (+35% reduction), Quality, and Delivery performance.Navigating global supply challenges to deliver record revenue and margin in the face of significant supply chain headwinds.Leading strategy and execution capital plan including 3 new manufacturing facilities and 2 regional service depots.Led Operations integration team for acquisition of Henry Company ($510M revenue). Delivered organizational transformation for supply chain and operations as part of the creation of the CWT business unit including organizational design, staffing, and implementation to drive increased speed of organic and inorganic growth.

Provider of mechanical power transmission products serving automotive, heavy truck, off-highway, rail, aerospace, medical, wind energy, and industrial segments. 2019 sales of $3.8 billion, operations in 42 countries, and 18,000 people.Led North American operations representing $1.5B sales, 11 facilities, and 3K associates. Recruited back to Timken to lead restructuring of manufacturing footprint, lean transformation, and NA Operations performance improvement.Delivered >$50M annual cost savings by consolidating NA manufacturing footprint through restructuring 5 facilities. Led strategy, board approval, construction, and startup of state-of-the-art facility in Mexico.Established Timken’s Management Operating System (based on Danaher Business System) and Lean Transformation process to drive cultural change and sustained continuous improvement. Proliferated across 23 global facilities (NA, China, India, and Europe) and generating >$25M annual labor and expense savings in the first 3 years.Reduced OSHA incident rate 50% achieving industry leading safety performance by implementing behavior-based safety systems and enhancing associate engagement.Decreased customer quality events 30% through rigorous implementation of Timken’s Quality Management system based on Automotive and Aerospace industry quality systems.

Science and technology innovator across many industries, including health care, environmental, and communications. Videojet Technologies (Danaher Operating Company) world leader in coding & printing for the product identification industry.Oversaw global operations and logistics for $900M sales, 7 manufacturing facilities, 4 distribution facilities and 950 associates.Launched several new products to market by executing global ramp up of supply chain, manufacturing, and distribution plans for industrial printers and laser markers.Delivered $15M in manufacturing & logistics savings tactics by leveraging Danaher Business System.Improved OTD to >95% through strengthening enterprise connectivity processes involving Sales, Customer Service, Credit, Legal, Supply Chain, Engineering, and Manufacturing.

Led North and South America manufacturing, distribution and logistics representing $500M sales and 450 associates.Delivered $8M Labor and Expense savings across operations through repositioning value-added steps within global supply chain while improving lead time.Facilitated growth by launching new print & apply labeler, including supply chain, manufacturing, consumables, and spares.

Coordinated global aerospace operations, supply chain, quality assurance, manufacturing development and engineering systems representing $170M sales, 6 facilities across North America, Europe, and China, and led 1.3K associates. Served as M&A operational due diligence lead for aerospace acquisition candidates.Delivered >$10M annual cost savings, enhanced variable cost scalability, and reduced fixed costs through improved operational management systems and lean principals. Reduced inventory >$18M or 10% of sales through shortening lead time and improving supply chain connections.Decreased customer complaints 50% through robust quality management systems implementation.

Directed facility representing $250M sales, 900 associates, including manufacturing, supply chain, product management, and engineering. Brought in to deliver culture change and accelerate performance improvement.Aligned facility to higher-value and lower-volume industries by leading strategy and product rationalization.Increased productivity 15% through focus on direct / indirect ratio, zone control, and setup reduction.Reduced total inventory days 47% eliminating $8M in inventory through interval reduction and flow.Decreased customer complaints 80%, increased OTD from 75% to 96%, reduced OSHA rate 62%.

Turned around $25M joint venture between Timken, Showa Seiko, and Sanyo Specialty Steel producing forgings and precision machined steel components for automotive industry. Recruited to save distressed business during automotive industry recession.Steered business away from bankruptcy and returned to profitability through lowering variable cost 20%, fixed cost 30%, and improving pricing. Delivered cash flow improvements by lowering WIP 40%.Directed financing and working capital decisions through JV member equity and credit facilities.Led JV board through long term strategic directions, including future state ownership strategy for partner companies.

Led $60M legal entity serving Industrial and Automotive markets, including Manufacturing, Supply Chain, and Tech Center.Increased manufacturing output 45%, productivity 35%, increased OTD, and decreased inventory by restructuring organization to align with value streams and implemented rigorous daily management systems.Reduced fixed cost through elimination of expatriate dependence and developing local management capability to lead.

Oversaw automotive operation representing $350M sales, 250 associates, including manufacturing, quality, engineering, customer service, and supply chain serving the light truck wheel end market.Achieved $24M in capital equipment installations over 18 months, supporting significant growth programs.Increased productivity 60% and finish inventory turns to 90% through lean methodologies.Led $225M global supply chain to improve supplier delivery performance through implementation of pull systems.

Responsible for $54M automotive Tier 1-3 manufacturing operation, including 60 associates.Delivered new vehicle program APQP process, $9.5M capital spend, and operations on 24/7 schedule.

Responsible for global capital project teams including process selection and implementation for new program launch.

Led automation and integration team for $25M manufacturing facilities expansion. Responsible for evaluation of new product opportunities, design for manufacturability, and process development.

Equipment and process development for start up of new highly automated manufacturing facility.

Designed manufacturing equipment and material handling for several industrial manufacturing companies.