Partner with Senior Leadership of privately owned and private equity owned businesses in the manufacturing and supply chain / logistics industries to implement operational excellence best practices to include Daily Management and Lean / Continuous Improvement methodologies. Deliver breakthrough improvements in SQDC while assisting with the hiring of key leadership roles to drive and sustain cultural transformation. Facilitate critical Kaizen events, developing organizational leaders to do the same. Develop and implement a lean business system infrastructure for a sustained continuous improvement oriented culture.

Complete Operational Responsibility for 2 Manufacturing Facilities and over 235 personnel, to include full P&L accountability and SQDIP performance across a 24x7 low-to-mid volume, high mix manufacturing operation. Execute a Lean Transformation in a Private Equity Owned air filter manufacturing company that is growing faster than any filter manufacturing company in the world. Establish an effective Leadership Team to drive improved performance through lean methodologies while fundamentally driving a transformation toward a more engaged, results-based continuous improvement culture. • Executed complete organizational restructuring in order to establish needed leadership capabilities to drive a cultural transformation.• Implemented rigorous daily management and KPI management processes on the shop floor to drive awareness and engagement within the hourly workforce while building accountability and ownership across the entire organization.• Created an Excel-based Business Intelligence package of daily reports to enable improved prioritization, visual identification of daily issues and ultimately improved overall performance.• Drove over 50% reduction in Safety Incidents through the implementation of the Dupont STOP Program.• Drove over 75% reduction in External Quality complaints• Improved On-Time Delivery from <65% to 94.5% consistently for the last two years.• Improved excessive material consumption and scrap by over 60%• Improved Productivity by over 12% each year• Delivered 10-12% increased revenue each year while also expanding profitability (through cost reduction and productivity initiatives) by over 18% each year.

Responsible to build a cross functional, clinical and non-clinical Team of 50 personnel and the Implementation Process and Timeline to Prepare, Educate, Implement and Confirm the implementation of the Care Model Solution across 120 Primary Care Facilities in 24 months. Identify, hire and develop the Implementation Team. Partner with Senior CHS Leadership on Implementation timeline to collaboratively implement change across the Primary Care Network in rapid fashion, ensuring successful adoption of improved care processes while also continuously improving the Care Model solution as a result of identified implementation learnings.• Built an Implementation Team consisting of 50 Clinical and Non-Clinical leaders from across the CHS network. • Trained Implementation Team on all facets of the Standard Work Care Model solution.• Developed the Implementation Timeline consisting of 17 weeks of work for each Primary Care Facility.• Implemented the Care Model Solution across 120 Family Medicine, Pediatric, Internal Medicine and OBGYN Primary Care Clinics in 18 months.

Responsible to teach, coach and mentor the use of Lean Methodologies in a Healthcare environment. Partner with Site Leadership to apply Lean Tools in various clinical environments to drive breakthrough process improvements while developing the Team in their sustained application of Lean principles to redefine the practices at Carolinas Healthcare System.• Facilitated a 10 month lean transformation at a family medicine residency practice, to include implementing and facilitating the effective use of daily management tools, value stream mapping, 5S and ten 5-day Rapid Improvement Events to develop standard work for the Check-In, Rooming, Exam, Post-Exam, Live Answer/Triage, Precepting, and Check-Out processes. This was the first clinical transformation conducted at CHS and the team earned 5 annual CHS Quality Day of Sharing rewards for their breakthrough process improvements. Received a Key Employee Incentive Award for this work.• Developed the 8-hour Basics of Lean Leadership in a Healthcare Environment training material and facilitated 8 sessions to over 150 senior leaders in CHS.• Partnered with CHS Medical Group Leadership to train and implement Hoshin Strategic Planning and Policy Deployment principles to better define system priorities and align resources accordingly.• Facilitated or Co-Facilitated over 17 Rapid Improvement Events to develop standard work in a family medicine Care Model environment to achieve PCMH requirements and to transform the delivery of care across the CHS Medical Group organization of over 120 clinics.• Promoted to Assistant Vice President within the CHS Medical Group to lead the spread of the care model solution across 120 clinics in 24 months.

Responsible for facilitating the use of DBS to drive the development and execution of all strategic policy deployment initiatives and daily management performance of the newly formed Dental Equipment Platform within Danaher, consisting of multiple manufacturing facilities and call centers in North America. Responsible for establishing, coaching and developing a robust Continuous Improvement process to drive Kaizen Events across the Dental Equipment platform in order to ensure achievement of our Policy Deployment Objectives.

Organizational responsibilities included a woodshop equipped with CNC equipment, a cabinet assembly department, a powder-paint department which included grinding, polishing, light machining and a waste water treatment facility, a dental hand piece repair department and an assembly cell for a sterilizer class 2 medical device. Competencies developed include the application of lean manufacturing principles in a FDA regulated organization which is early in its lean journey, organizational restructuring, team building and managing multiple distinctly separate value streams.

Multiple positions of increasing responsibility beginning as the site continuous improvement manager, then interim sub-factory manager, then director of continuous improvement for multiple facilities and culminating as Operations Manager for the $150M electronic assembly factory consisting of over 120 personnel. Competencies developed include an in-depth understanding and application of lean manufacturing principles, problem solving methodologies, strategic planning, organizational planning and restructuring, team building, and new product development. Experience included light assembly of electronic and eletro-mechanical devices, surface mount population of printed circuit board subassemblies, and launching new products driven by regulatory agencies adopting new legislation.

Roles included Production Planner, Production Supervisor and ultimately Value Stream Manager of a $15M revenue stream for industrial control product assembly. Competencies developed include materials management in a manufacturing setting, understanding of financial metrics and how to achieve goals in a manufacturing setting and initial introduction to applying lean manufacturing principles. Experience included light assembly cellular manufacturing of electronic assemblies and surface mount population of printed circuit board subassemblies.

As a participant in Home Depot's Store Leadership Program, held various positions of increasing responsibility including department supervisor, assistant store manager and ultimately store manager of a $18M Retail storefront. Responsible for financial metrics to include Sales, Margin, GMROI, Inventory, Turns, and Net Income. Responsible for the training and welfare of over 100 Associates.

Multiple positions of increasing responsibility as a Field Artillery commissioned officer. Certified as a Field Artillery Gunnery Instructor. Key competencies developed include front-line supervision, leadership, planning, communication, multi-tasking and delivering results in a high stress operational environment.