Responsible for developing new business and retaining existing clients for the company’s commercial energy cost reduction solutions: LED lighting upgrades, utility rebate maximization, and energy procurement services. Delivering results through B2B direct sales (cold calling), strategic networking and renewing/expanding the solutions provided to existing clients. Utilizing client feedback to improve sales literature content and messaging. Serve as project manager for all secured LED lighting upgrade projects.

Provided operational process mapping, analysis, and improvement services. Cenergetix enables clients to reduce utility costs and improve the workplace environment by providing an array of energy efficiency solutions.

Managed the inventory control and biorepository operations of two ATCC facilities (Manassas, VA and Gaithersburg, MD), providing compliant cold chain storage and global distribution to over 6 million biological inventory units stored in over 300 cold storage units, operating within multiple temperature ranges. Supported commercial cGMP and government contracts for the storage and distribution of biological samples. Conducted facility tours for clients. Presented operational performance metrics and project updates to company management on monthly basis. Member of the International Society for Biological and Environmental Repositories (ISBER).• Led process to define departmental core functions, implement standard work practices and workload leveling, resulting in reorganization of responsibilities. Updated standard operating procedures to accurately reflect the changes and to incorporate functionality of a newly implemented ERP system (Microsoft Dynamics AX).• Updated ATCC’s inventory auditing and reporting process. Implemented a formal cycle count program, resulting in increased inventory accuracy and reduction in labor time allocated to discrepancy resolution.• Managed repository through replacement of the environmental monitoring and alarm notification systems and the updating of all associated processes. Established a repository equipment tracking database and storage unit aging report, resulting in the funding and implementation of a storage unit replacement program.• Toured two distribution partner facilities in China to audit inventory control and cold chain management processes. Performed on-site training for proper handling of cold chain materials.• Designed and implemented a centralized warehouse and dispensary for laboratory consumables and production raw materials within the Gaithersburg facility of ATCC.

Established a business resilience program at AstraZeneca’s Frederick Biologics Manufacturing Center in preparation for expansion of facilities, conversion to 24/7 operations, and increasing production volumes of commercial and clinical biologic drug substances. The program components included risk management, operations critical event response, emergency response, IT/IS disaster recovery, business continuity, and crisis management. Executed top-down, bottom-up risk management process, providing a holistic view of the site’s risk profile. Internally recruited and led six cross-functional teams through development of twelve threat-specific recovery action plans. Established a long-term maintenance schedule for all program components, including routinely scheduled table-top and simulation exercises. Led team tasked with selection and implementation of an emergency notification software application. Developed and conducted all required training. Presented monthly reports and quarterly reviews to senior leadership. • Identified and processed >2000 risks and 425 business continuity classified risks. Tracked 94% of business continuity risk mitigations to completion, with plans in place for remaining 6%.• Conducted and processed over 100 business impact analysis (risk identification) sessions at the Frederick Manufacturing Center, Louisville Global Distribution Center, and Gaithersburg Corporate Headquarters.• Developed spatial requirements model for forecasting material storage capacity versus demand plan for all material temperature zones, enabling an informed procurement strategy for additional off-site and on-site warehouse capacity.Additional, advancing titles held at AstraZeneca / MedImmune included Project Manager, Manufacturing Collaborations and Senior Manager, Site Strategic Planning.

Project manager for the implementation and operation of a formal S&OP process. Drove policy and business rule development with key stakeholders. Served as training and technical resource for a newly implemented advanced planning software.• Results achieved, over 18 months, were a 37% reduction in backorder value, a 17% reduction in on-hand inventory, and a 30% reduction in inventory obsolescence.

Directed the operations of four mammalian cell culture production teams, a purchasing team, and a warehousing/distribution team. Led a vendor managed inventory program, reducing inventory carrying costs and purchasing transactions. Utilized process mapping, standard work practices, and work load leveling to reorganize the production teams and one quality control team into two cohesive Mfg/QC work-cells, resulting in reduced waste and consolidation of two Maryland production facilities. Co-led team tasked with integrating the operations of an acquired biotech company in Germany. Conducted facility tours for clients. • Executed process waste reduction projects and contract re-negotiations, resulting in $5.8M annual savings.A company reorganization and consolidation of business units, in January 2010, resulted in the elimination of the Director of Operations, Cell Discovery Business Unit and Distribution position.

Managed the operations of the customer service, warehousing, and distribution functions, delivering world-class order processing and product delivery for multiple biotechnology product lines. Established metrics to track individual and departmental performance and provide continuous feedback to employees. Conducted satisfaction surveys with external and internal customers and acted upon the results. Implemented wireless barcode scanning in the warehouse and production facilities. Utilized process mapping, standard work practices, and workload leveling to consolidate three customer service departments into one customer service team and three warehouse/shipping groups into one distribution team. Implemented a Behavior Based Safety program which served as the beta test for Behavior Based Safety for Lonza. Led departments through transition to SAP software and the selection and implementation of a third party, shipping solutions software. Attended the Cambrex Leadership Institute, for development of company leaders.• Executed process waste reduction projects and freight contract negotiations, resulting in $2.9M annual savings.

Established a client service team for processing sales leads, collaboration leads, and providing technical support to the users of the Celera Discovery System website and the Celera Human Genome Publication website. Led process mapping sessions to document all procedures. Initiated team tasked with the selection and implementation of the company’s CRM software application. Completed Genomics Boot-Camp training program at The Institute of Genomic Research (TIGR).

Managed the Supply Chain and Quality Management operations within the U.S. service and distribution center for diagnostic test kits, reagents, and laboratory instrumentation product lines. Implemented a quality management system achieving certification to ISO 9002 international quality standard and compliance with FDA and OSHA regulations. Served as Management Representative during quality and regulatory audits. Conducted vendor quality audits. Performed set-up and demonstration of laboratory instrumentation at industry trade shows and key accounts. Attended the EG&G Advanced Leadership Institute. Member of the Regulatory Affairs Professionals Society (RAPS) and the American Society for Quality Control (ASQC).• Executed Six Sigma project to reduce on-hand inventory, resulting in $400K annual savings.• Initiated new procedures, reducing back-orders 75%, expired kit discards 80%, and warehouse errors 95%.Additional, advancing titles held at PerkinElmer included Technical Support Engineer, Diagnostic Product Manager, and Manager of Quality & Regulatory Affairs.

Managed department providing customer service, technical support, repair/calibration, and inventory control for diagnostic instrumentation product lines. Coordinated off-site manufacturing schedules and liaised with instrument suppliers. Developed and implemented compliant, instrument design and assay protocol changes to facilitate automation. Department awarded annual Sales Support Award in 1989 and 1990. • Implemented inventory, distribution and return procedures, resulting in the locating and returning to service of >$500K of replacement instruments and a 300% increase in departmental throughput.• Developed and implemented instrument design changes, resulting in 40% reduction in instrument failures.