Work collaboratively with workstream leads to formulate comprehensive customer-centric project plans aimed at accelerating value drivers for J&J.Provide strategic leadership to SCOS project teams, balancing global and regional inputs and outputs.

• Leading the visualization and performance mgmt. workstream for the Bridge program which includes the automation of Fit for Purpose (FFP), a strategic tool used to evaluate external manufacturers based on multiple aspects of criticality and risk to determine the type of engagement as strategic partnerships, and the business performance mgmt. (BPM) meant to digitize performance metrics at a site and platform levels with preliminary expected $1.1MM in cost avoidance by eliminating manual data entry and reporting.• Initiated and leading a Social Media group for the University Pilar of the WiSTEM2D group sponsored by J&J.• Developed a strategy and a group of 17 professionals volunteering across all regions. Orchestrated the launch of the first Social Media campaign highlighting 10 videos developed for the WiSTEM2D Community that went above and beyond all expectations surpassing 40K engagements.

Partnering with multiple execution-teams trough all J&J segments as a representative from Innovations & Insights - Test & Scale to leverage the Passport Concept meant to de-risk initiatives and identify key areas to deliver in the design of the Scale plan. Examples include testing BRINGG as a last mile solution for Medical Devices in Brazil, developing a tool to track KPIs for Advance Case Mgmt (ACM), and assessing the financial case for RFID as a solution from Make to the hospitals.

Represented Supply Chain Systems and Solutions (SCSS) to support the 2019 Technology & Systems diagnostics designed to align with segments and light-house sites on the critical few strategic technologies for their manufacturing archetypes and business. Diagnosed level to support roadmap for emerging solutions, and conducted a first-level assessment of capabilities, data & Architecture, as well as viability of technologies by SMEs and of value, cost, disruption, complexity, etc.

Certified Building Contractor in the state of Florida. Small business owner on real estate investments & development

Responsible for operational performance within the AR Sortable Fulfillment Network at Amazon, one of the fastest growing companies in the country, in the areas of Safety, Quality, Productivity, Manager & Associate Development & Engagement, to ultimately deliver the best Customer Experience.Develop strategic operational execution plans, continual improvement initiatives, and coordinate hiring strategy and labor planningLead and develop a team of Amazonians with up to five salaried Operations Managers, 21 Salaried Area Managers, 19 Process Assistants, and 750 Associates in the Outbound-Nights Organization through a culture of open communication, real time feedback, and a continuously raising bar. This focus on development and mentoring at all levels provides a constant supply of leaders to drive success and safety across the network.

• Lean/APS Leader in charge of deploying standards and lean initiatives to improve Safety, Quality, & Productivity across the transformers site. • Manage a group of 110 manufacturing operators by leading three production group leaders to produce $25MM worth of product, approx 32% of company sales.• Maintained request kept metric above 92% • Improved equivalent units metric by 20%. • Drove first pass yield (FPY) to 97%

• Led a Quality Inspectors Team of 5 to support 16 manufacturing teams across the plant • Completed the integration of the site to GE Energy Quality Management System (QMS).• Directed cross-functional work with finance and materials teams to improve Cost of Quality by ~10%.YOY (~$100K). • Facilitated preparation for the ISO 9001:2008 Regulatory Audits necessary to maintain certification. Annual audits concluded with no major recordable non-conformances.• Established a supplier QA process at the site to effectively ID supplier related non-conformances (SNC), drive RCI & CA/PAs.

• Led a project to align the Cordis quality systems procedures to the worldwide records and information management standards required by J&J Corporate impacting multiple plants.• Achieved project leader certification using the flawless project execution (FPX) methodology by leading a change management optimization project. Results included ~ 70% reduction in major/“real” design changes.• Supported the Warren BSI ISO 13485:2003 regulatory surveillance audit necessary for the EC mark in Europe. Audit resulted in zero NCs.

• Assisted suppliers to conduct root cause investigations and CA/PAs related to non-conforming components. • Led inline label-pack process improvement project consisting of linking the labeling and packaging manufacturing operations to reduce Antisera process cycle time from 45 days down to one day. Antisera products equate to 15% of packaging and 20% of labeling volumes at OCD.• Designed, installed and validated two packaging conveyors. Developed and structured a standard-work method to optimize the Antisera packaging operation. Improvements resulted in a 50% cycle time reduction in packaging. • Developed a generic inline label-pack batch record (BTR) to reduce complexity and re-work across the departments of labeling, packaging, and QA inspection. Reduced documentation from 79 independent BTRs down to one.

• Led Maximo update conversion as project manager from the business side. Drove project timeline from being significantly behind schedule to on-schedule and in alignment with the global timeline. • Certified with lean greenbelt after leading the John Zink afterburner project to reduce natural gas consumption by 43% of the time.

• Assisted in developing an integrated schedule for the Cordis commercial site in Cashel, Ireland by supporting the workstreams of strategic procurement, quality, laboratories, facilities, and operations. • Partnered with the finance department on the compilation of the bottom-up budget for all the workstreams. Analyzed and organized the information to comply with a corporate WWERE (worldwide engineering and real estate) format required for the support letter of the $200+ MM. Contribution completed ahead of scheduled generating savings of at least $500K in overhead.• Led the brand protection plant readiness assessment project required by J&J Corporate to address the major areas of potential risk during new plant planning, construction, commissioning, and start-up operation.