Directed Supplier Development strategies as part of the Worldwide Engineering Group, including assessing performance, improvement plans and exit strategies. Led cross-functional team to develop assessment tool to measure suppliers' technical capabilities. Exceeded initial goal of assessing 50 strategic suppliers during the first year.Established a program to manage improvement plans designed to align suppliers capabilities to company strategic objectives.Delivered a successful risk-mitigation initiative to second-source an underperforming supplier which included 29 moulds supporting 63 parts across all business units.

Focused on Tooling/Moulding & Manufacturing Technologies, including equipment standardization. In charge of transformational projects for the operations group of the Critical Care business unit. Managed small latex balloons manufacturing unit.Developed contract manufacturing operations in Singapore for fully automated solution to manufacture pressure monitoring sensors to support localized supply chain in Asia-Pacific.Spearheaded global project to convert entire Pressure Monitoring portfolio from gas (EtO) to irradiation (e-Beam) sterilization method.Directed compliance initiative to ensure compliance to newly introduced ISO80369 Standard.

Headed Sustaining Engineering, including Packaging, Moulding & Design Control for Legacy Products pertaining to the Critical Care business unit.Established Sustaining Engineering Group partnering with peers in R&D, Engineering & Quality to develop requirements and skills for each position; then, teaming with HR partner to select, interview and hire candidates to fill newly opened positions. Steered innovative design change in packaging of high-volume Pressure Monitoring devices yielding $1.3M in a combination of material usage reduction and improved flow and cycle time.Cross-functional team leader to validate across entire product lines change of Tyvek material introduced by manufacturer (DuPont).

Managed off-shore manufacturing plant for Pressure Monitoring medical devices and sub-assemblies with a 950+ headcount and annual cost of production upwards of USD$200M.Established a tiered management approach, focusing on Service, Quality & Productivity, which enabled a performance turn-around eliminating backorders, improving product quality and increasing productivity. Conducted a $25M expansion of manufacturing and operation support areas; within budget, ahead of schedule while maintaining manufacturing operations, effectively, doubling the size of the plant.Launched a Lean Manufacturing program yielding $1.5M savings during the initial 18 months and increased productivity to absorb 20% growth without incremental headcount or capital investment.