Leader for end-to-end end-to-end Orthopaedics supply chain team for VELYS and Power on a global scale. Responsible for driving supply chain strategies and execution aligned with business objectives, while advancing growth, innovation, quality, safety, reliability, and efficiency. Member of the Orthopaedics Supply Chain Leadership team, and the Orthopaedics Digital Surgery Commercial Leadership Team.

Leader for key strategic initiatives within Supply Chain, with focus areas of Strategic Network, Acquisition Integration, Supply Chain Compliance, and Systems Technologies. Member of the Supply Chain End-to-End Leadership Team and represent DePuy Synthes on the MD SC Strategy Team.Leader for Network EDGE, the Network Transformation for Orthopaedics Supply Chain and the largest value driver for the Orthopaedics business. Created the vision, strategy, culture and execution framework to deliver this initiative. Developed business cases, secured approval for funding and directly oversee the 8 EC Approved Programs that deliver capacity, resilience, core technologies and profitability, including a greenfield campus in Costa Rica and Digital Surgery network.Member of Supply Chain Leadership Team, providing strategic guidance and shaping the Supply Chain organization. Member of the MedTech SI&D Leadership team, representing Orthopaedics for Supply Chain strategy, network, transformation, and strategic portfolio Sponsor for EducationTransformed the department from a collection of programs, projects, and individuals, into a high performing, diverse and inclusive organization. Rebranded from the ‘Transformation PMO’ into ‘Strategy, Innovation & Deployment’. Lead delivery of key strategic programs for network consolidation, with successful completion and close-out, managing through pandemic with remote teams. Develop key strategies and programs for the Digital Surgery platform for establishment of a new warehouse and distribution consolidation, campus renovation with customer experience, manufacturing, service & repair, with integration of Capital Equipment, to deliver capacity for growth, footprint optimization and profitability increases, while leveraging core capabilities.Financial and performance accountability across several areas for capital, expense and savings in base business Supply Chain, Transformation/Restructuring, MDR and Medical Device ERP.

Designated point contact for End to End Supply Chain PMO on a temporary basis while manager was on assignment (since October 2019). Responsibilities for group reporting, EU MDR supply chain implementation and Notified Body transition programs.Lead Compliance Capability programs for Variant Management (distribution controls in supply chain), Late Stage Transformation (labeling/ packaging configuration, post-manufacture) and Date of Manufacture (managing DOM and Expiry data, with integration into distribution-based decisions). Lead Compliance Execution programs for Legal Manufacturer portfolio transitions, managing product and label changes, product registrations, supply transition. Dependency on Quality Management Systems, Operational Structures, Tax and Legal.Manage DPS Supply Chain Interdependency Program, a cross-functional imitative to identify, monitor and manage interdependency between PMO, Plan, IT and Deliver. Facilitate escalations and conflict resolutions to Leadership Team and steering committees.Directly lead SWAT-style teams for enabling product availability where a supply disruption has occurred due to a labeling and/or data requirement conflict where “re-work” may be required. Leveraged end to end supply chain knowledge, project management, Six Sigma/Lean skills and compliance background to assess problems, charter teams, lead solution development and deploy execution. Enabling product delivery to customers, successful surgeries and revenue recognition for the company.Manage team of ~30 direct resources in the PMO, including Project Leaders, Project Managers and Project Coordinators. Introduced financial acumen and forecast accuracy metrics (capital and expense) within team. 2019: 94% Capital; 95% Expense.Strategic advisement for various programs and projects which impact End to End, including but not limited to Product Lifecycle Management consolidation, network consolidation, site closures, and reclaiming field assets.

Created center of excellence for enterprise program management, with specializations in quality systems and regulatory compliance, product identification, labeling, manufacturing technology and systems, validation (IT and manufacturing) and master data management. Conducted executive committee communication and interactions with respect to programs and projects, including strategic planning, project status updates, risks and escalations, financial reporting and requirements. Lead and manage teams of Engineering Managers, Manufacturing Engineers, Validation Technicians, Program/Project Managers and indirect teams reporting from Regulatory, Quality, IT, and Supply Chain (100+ full-time resources), spread across 15 locations and remote. Developed and mentored key talent/high potential managers and individual contributors to develop technical skill-sets, strategic vision, professional competencies, and career planning. Maintained Strategic Programs responsibility in MITG, for programs with significant complexity and capital/expense spend: UDI, Prisym (manufacturing labeling), and supply chain value creation, and pan-Medtronic for “Product Identification/Versioning” for the purpose of compliant Distribution Control from design and manufacturing through supply chain.Lead MITG Operations integration into SAP – Order to Cash through several programs in manufacturing/supply chain for labeling compliance in manufacturing, and implementation of re-work operations and distribution controls for Medtronic supply chain. Full financial responsibility for departments and all Programs/Projects within the portfolio, inclusive of Corporate, divisional and localized spend, ranging from $200k to $65M per Program/Project. Worked with senior levels of Finance on FY AOP (Annual Operating Plan). Responsible for the PM Training Program. Execution of 3-day PM training course schedule, and new course content based on business needs: Executive Communication and Financial Acumen.

Responsible for the global implementation of UDI and GS1 Data Standards within Covidien, acquired companies, and contract manufacturing locations. Implementation of objectives for product labeling/marking, data management, post-market, with Corporate and local quality systems. Developed innovative solutions to UDI objectives for label printing, Master Data Management (MDM) and governance, and sustainable business processes, as well as internal processes for change control, barcode verification, ink qualification, artwork creation and approval. Negotiated contracts and agreements with solution providers and suppliers for the delivery of objectives. Created and implemented new Corporate equipment validation approach and protocols for printing, including FMEA and Standard Work, equipment/process capability, optimization of quality and ink consumption cost through design of experiments. Implemented SMART Goals for the UDI Team, in alignment with organizational objectives through X-matrix methodology, and development plans for professional and personal goals. Created work-stream for value proposition projects for the development of solutions that deliver value to the organization, including CRP modeling, inventory management, supply chain efficiencies, project accounting, country of origin and customer-focused projects. Controlled UDI budget, spending and forecasting within 90% monthly accuracy, through six CERs, for capital and expense spending. Developed financial accounting and forecasting system for the Program and established best practice in project finance management. Led and managed multi-discipline, cross-functional team with direct/indirect reports, 70 full-time resources cross multiple, global locations. As part of Corporate Engineering team, developed the Project Management Standardization Practice and Playbook – a 4-step stage gate process with exit review checklists, and PM training courses to support competencies for Playbook requirements.

Led the development and execution of an enterprise-wide change control system, Change Development Process (CDP), for stage-gate control of post-design transfer changes. Drove business unit and site implementation of CDP processes, systems and monitoring for efficient, compliant change control projects. Designed and implemented risk management tools for mitigation actions during and after change control projects. Managed multi-functional, global team for the development, roll-out and sustaining of the process. In addition, created the strategy and value proposition for the Global Quality Organization.

Led the development and execution of Corporate supplier management and control, delivering policies, procedures and guidance for the implementation of supplier management standards. Managed cross-functional team on the development and implementation of processes and tools for supplier controls. Led the implementation of new systems for Corporate Corrective and Preventive Action (CAPA) and Supplier Corrective Action Requests (SCAR). Participated in Corporate Quality initiatives for compliance, operations and best practices.

Responsible for manufacturing and design site quality system for Tier 1 automotive, heavy duty and highway, and aircraft thermal products. Successfully led recertification for ISO/TS16949 with no non-conformances. Managed plant quality system and maintenance of quality metrics for Customer Complaints, Corrective Actions, ISO/TS Audits, Warranty/Field Returns, Supplier Quality, and New Product Introductions., and led quality workstream for new product launches using Advanced Product Quality Planning (APQP). Implemented $150k cost savings through OEE (Overall Equipment Effectives) project, as part of a Customer “Supplier Development Program” in receiving Six Sigma Black Belt training and partnering with customer employees. Manage Plant Quality department including Calibration, Quality Control Inspectors, Engineers and Systems Specialist.

Lead Six Sigma Green Belt project for improve critical manufacturing line quality and throughput. Implemented sorting ‘Top Five’ project to determine root-cause / reduce non-value added sorting operations ($40k annual). Managed plant quality documentation, created new processes and templates for FMEA, standard work, training. Manage plant supplier quality through MRB (material review board) monitoring quality levels, corrective actions, PPAP, and audits.