Lead the execution of a project portfolio valued at more than $150M across new product development/launch, IT Applications, new construction/remodel, capacity expansion, new equipment installation/validation and operational excellence.

P&L accountability for a $80M+ per annum CDMO facility leading the Operations team comprised of Manufacturing, Supply Chain, Project Management, Engineering & Facilities in the day-to-day manufacturing of Sterile, oral solids and softgel pharmaceuticals

Lead Cultural Transformation of Manufacturing Operations through implementation of Manufacturing best practices to include Lean, Six Sigma, & Theory of Constraints. Instill rigor in performance objective and operating mechanisms through Organization and Discipline. Nurture a culture of collaboration with robust Mentoring & Coaching, Training & Development, and Emotional Intelligence.

Led a global team implementing Waters Empower, Lab Vantage LIMS, and Werum PAS-X systems at Catalent manufacturing and laboratory sites.

Operational leadership of more than 500 employee cGMP Analytical Laboratory and Inhalation Manufacturing facility.

Operation’s leader for a global pharmaceutical solutions provider with more than 9,000 employees. Directly responsible for the leadership of more than 270 managers, supervisors, operators, and engineers in the manufacturing of solid oral dosage form medication at a 24/7 production facility. Responsibilities include; staff development, organization alignment, schedule adherence, equipment reliability, facility and infrastructure maintenance and multi-country regulatory compliance. Accountable for the safe, successful, timely and cost effective processing of orders with a focus on generating additional value and velocity through continuous improvement.

Fast-tracked to assuming function of Global Operational Excellence Leader in 09/2012, where provide support to 30 international sites and 8 core divisions, incl. Operations, R&D, Marketing, Quality & Regulatory, IT, HR and Legal and typically lead 2-3 multi-site teams, each with 10-20 project members• Drive BPE cultural change/capabilities at all levels within the organisation across the entire organization, while ensuring alignment with the company's values and behaviours with the overall communication strategy• Perform business process analysis, design/re-design and optimization, and Root Cause Elimination assessments• Standardize the contracting process for Development & Clinical Services (~70+% reduction in process steps) and create/implement quality metrics • Develop conceptual customer needs into an approved project charter • Identify/prioritize strategic and operational initiatives to improve financial performance and savings• Develop a consistent stage gate review process to ensure all projects realize their intent/sponsorship• Make recommendations to senior management based on business cases/analyses • Analyze business, process and systems performance and identify improvement opportunities • Drive Best in Class performance by taking the lead in the creation and improvement of scalable/robust/streamlined processes and provide BPE expertise to business partners • Lead training for 21 Champions and 21 Green Belts• Train/mentor project team members and staff in the continuous improvement tools and techniques found in the BPE/OE toolkit and in best practices associated with industry and BPE methods

• Oversaw the implementation of Catalent’s Operational Excellence program at a 70-person bio-technology site, using BPM, Lean, Six Sigma and other continuous improvement methods and supervised a 9-member Site Senior Leadership Team and 9 Kaizen Leaders • Coached 5 Kaizen projects focused on process flow and complexity reduction• Performed Root Cause Elimination assessment, training and coaching

• Help to shape the global agenda of the PEX Network and improve the quality of learning opportunities and resources for Lean, Six Sigma and BPM practitioners• Present to audiences of up to ~200, engaging senior leadership to drive continuous improvement

• Prior to/during my B.Sc., worked for the U.S. Navy in the States of VA & CA as an Assistant Aircraft Maintenance Mgr, Fighter Squadron 103 (2001-2005), a Graphics/Media Program Mgr, USS Harry S. Truman (2005-2006) and as a Director Process Improvement/ Manufacturing Military Deputy Program Mgr, Fleet Readiness Center Southwest (2006-2009) and a Director of Process Improvement/ QA Program Mgr, USS Ronald Reagan (2009-2011)• Major achievements incl.: spearheading process improvements of 13 production lines and 3 support organizations, supervising/instructing up to ~350 staff, incl. ~50 Green/Black Belts, managing ~300 Lean 6 Sigma projects and delivering savings of ~$6M (2001-2009)• Led an enterprise-level Continuous Improvement Program, from scratch where supported 20 departments/80 aircraft/4,000+ staff• Supervised teams of ~150 direct/indirect reports, achieved $250k in hard savings, $1.2+M in cost avoidance savings and cycle-time reductions of 50+%• Successful in improving aviation maintenance QA program compliance for ~45 aviation programs, increasing performance rates from 48% to 93% in 6 months