Getting people, equipment, processes and systems ready to operate in a world-class cell culture facility. Outfitted with (16) 20,000 L bioreactors to meet partners bulk drug substance needs.

Served on site leadership team (SLT) with responsibility for business operations and strategy portfolio. Led multi-year roadmap development, annual goals, and business and operations review cadence. Managed site level KPIs and conducted trend analysis to drive continuous improvement. • WAREHOUSING & COLD STORAGE: Led 35 employees in warehousing operations and cold storage of GMP raw material (ambient and cold), drug substance ($300M annually), media, and cell banks through network of on-site, off-site, and third-party locations. Within highly regulated environment, maintained 100% chain of custody of all materials by adhering to procedures and good documentation practices.• PROFIT AND LOSS: Developed and administered annual budget through zero-based budgeting to support site-wide operations. Conceptualized, forecasted, and developed business cases for capital improvements (CAPEX) with positive NPV to support growth and end-of-life upgrades. Drove innovative process improvements to reduce costs and remain lean. Initiated new 3PL contract to mitigate price increase with existing partner saving $70K per quarter. Developed new shipping channel to eliminate need for dry ice on cold shipments saving $100K annually. • COMPLIANCE: Oversaw deviation investigations and drove corrective or preventive actions to maintain control over operations. Conducted periodic review of procedures to ensure regulatory compliance. Managed inventory control system that ensured compliance with Sarbanes-Oxley requirements. Passed all 3rd party quarterly audits eliminating the need for mandatory 100% wall-wall inventories. Accuracy saved 5K man-hours annually and avoided production impact. • SITE SCHEDULING: Led a team of 10 people in site scheduling that translated annual bulk plan into daily production schedule for (11) bioreactor manufacturing trains.

Drove continuous improvement through robust governance structure, proven methodologies, and training to eliminate waste and return savings to business. Embedded culture of continuous improvement within GMP organization.• STRATEGY & DECISION SUPPORT: Provided chief of staff support to site vice president by managing daily operations huddle, developing site multi-year strategy and annual goals, creating and tracking key performance indicators (KPIs) and associated metrics, and maintaining lean operating system framework for site ways of working. Ensured all efforts were aligned with corporate objectives. • PORTFOLIO & PROJECT MANAGEMENT: Managed portfolio of more than 200 initiatives across multiple factories and within matrixed organization, overseeing continuous improvement initiatives that delivered $4.3M in savings in 2020, $12.2M in 2021 and $16M in 2022. • PROJECT GOVERNANCE & EXECUTIVE INFLUENCE: Earned leadership buy-in and executive approval by directing governance structure. Reviewed new ideas and generated “Define” stage work product with prioritization and resource views. Led complex, resource-intensive site programs with multiple subordinate projects that met operational and strategic priorities.• COACHING: Originated continuous improvement training and education. Spearheaded cultural change and organizational grassroots effort to reduce waste and drive growth of the company operating system. Certified in Instructor Led Trainings (ILT), extending continuous improvement learnings to team members and building bench strength for future capability. Provided one on one mentorship to aspiring project managers from other business units.• RISK MANAGEMENT: Assumed leadership of site operational risk register in 2021 and facilitated identification of site risks, development and execution of mitigation plans, and aggregation of overall category risks. Regularly reviewed associated mitigation actions to reduce risk aperture.

-Provided last mile delivery and first mile package pickup for residential and business customers for an area with approximately 250,000 customers.-Oversaw significant growth during a 3-year period to include expansion of service from 5 days a week to 7 days a week. Revenue grew from $780K annually to $2.2M.-Successfully grew the company workforce from 13 to 37 employees.-Modernized talent acquisition, HR, payroll, and training to support rapid growth in people.-Grew the fleet from 5 to 21 vehicles and modernized it through acquisition of new, fuel efficient vehicles all from same manufacturer. This provided economies of scale and efficiencies for preventative and corrective maintenance. Also created in-house maintenance capability to drive down costs and reduce vehicle down-time.-Introduced technology upgrades through improved package scanners and vehicle telematics.

Led 40 people operating 3 production lines through lean management techniques. • LEAN MANUFACTURING: Managed Safety, Quality, Delivery, Cost/Cash (SQDCC) for 3 production lines ensuring optimal PPOH and meeting quarterly P&L goals. Utilized QAD Manufacturing Enterprise Resource Planning (ERP) for oversight of production and attainment of on-time, in full (OTIF) for final assembled products. Drove 5S process to maintain a clean, efficient work environment.• PROFIT AND LOSS: Supported quarterly profit goals of over $30M and provided root cause countermeasure (RCCM) analysis to drive down losses. • WAREHOUSING: Actively managed 6200-line items in a materials market supporting 3 production lines ensuring accurate receiving of internally manufactured items and 3rd party logistics items. Conducted daily PFEP audits and ensured on-time delivery to production lines to minimize work stoppage. Effectively reduced variance in liquid materials through daily control counting that fully eliminated need to write-off monthly discrepancies saving an average of $35K/month.

Oversaw logistics planning and operations for the 19,000-person 2d Marine Division focused on Europe and Middle East operations. Supervised 75 team members in providing responsive, customer-focused operational logistics by integrating product, supply chain, and distribution management to support 21 business units. Managed short-notice, short-duration, and long-term projects in support of critical organizational goals, ensuring detailed scope, risk, and cost management. • PROJECT MANAGEMENT: Organized the team into portfolios for operational planning and execution. Team members were assigned a region and/or customer accounts to become expert in end-to-end planning within the portfolio. Effort improved relationships and understanding of customer requirements and improved execution of deliverables. Efficiencies gained reduced planning process by average of 2 weeks per project.• SUPPLY CHAIN MANAGEMENT: Optimized material readiness of $1.9B in equipment through supply chain management efficiencies, utilizing Oracle ERP software. Through analysis of nearly 250,000 items, identified 20,000 to be in excess. Developed a 2-year plan for the orderly divestment of all excess equipment back to the appropriate logistics depot. • TEACHING: While assigned at Camp Lejeune, served as Adjunct Faculty for the Marine Corps Command and Staff College, Distance Education Program. Using the Socratic Method, taught 2nd year students on counter insurgency and operational level planning.

Served as battalion commander of CLB-11, 11th Marine Expeditionary Unit supporting national security objectives in multiple regions and operating in multiple countries. Led, trained, and mentored 300 Marines and sailors in multi-functional logistics, capable of flexible response in support of global operations. Planned and executed global supply chain with multi-site warehousing and inventory management. Delivered unit training through service-level and joint-level pre-deployment exercises. • EXERCISES AND TRAINING: Developed and directed a comprehensive training curriculum that integrated this multi-functional team to achieve organizational goals. Developed a comprehensive annual training plan each of those 3 years that progressively built upon the individual and team training to sustain the organization at full operational capability. • OPERATIONS: Created multi-year strategy for the organization based on corporate strategicguidance. Developed lines of effort with quarterly objectives to establish the organization as the market leader set on delivering superior user experience to our customers. Outcome was an innovative approach to providing logistics services for 3 customers throughout Asia and the Middle East resulting in increased ordering and delivery accuracy as well as attaining a 97% equipment availability rate for the customer to support their operations.• SUPPLY CHAIN MANAGEMENT: Planned and executed a global supply chain with multi-site warehousing and inventory management. Analyzed the current system, identified a critical path and found a singular point of failure - a single distribution center. Developed a stream-lined supply chain that allowed us to search and ship from all sources of supply to mitigate the SPOF.

Supervised a team of 10 Program Analysts supporting the Chief Financial Officer (CFO) of the Marine Corps in assessment and evaluation of programs associated with an annual operating budget of $25 billion.• BUDGET ANALYSIS AND ASSESSMENT: Analyzed major programs and assessed development of future program forecasts, including prioritizing recommendations to optimize a capped organizational budget. Portfolio included training and education and military construction. Ensured investments were linked to core objectives providing a demonstrable return o investment. Through detailed analysis of all major programs, identified precision cuts and efficiencies to meet budget requirements of the Budget Control Act of 2011. • PROGRAM ANALYSIS: Conducted analysis on facilities sustainment, restoration, and modernization programming for a $1 billion annual construction budget. Provided detailed analysis for executive decision on all capital projects. Key analyses identified costs associated with adoption of a one-Marine per room barracks policy, implementation of the Leadership in Energy and Environmental Design (LEED) Gold standard, and expansion of Marine Corps University at Quantico, VA. Assessments allowed executive leadership to make Profit and Loss informed decisions. • CRISIS MANAGER: Served as Continuity of Operations coordinator and maintained preparedness of staff for relocation and sustaining of critical functions.

-Logistics Planner, North Atlantic Treaty Organization (NATO), Naples, Italy-Logistics Operations, 2d Marine Division, Camp Lejeune, NC

-Technical Assistant to Chief Human Resources Officer (CHRO), Quantico VA-Congressional Fellow, U.S. Senate, Washington, DC-Municipal Fleet Operations, Marine Corps Base, Quantico, VA-Logistics Operations, 1st Force Service Support Group & 15th Marine Expeditionary Unit, Camp Pendleton, CA

Taught Marine Corps Command and Staff College, Distance Education Program. Using the Socratic Method, taught 2nd year students on counter-insurgency and operational level planning and execution.

Served as legislative fellow to a U.S. Senator who is a member of the Senate Armed Services Committee. Provided insight and knowledge on defense, foreign affairs, and veterans issues. Prepared speeches, floor statements, committee hearing materials and news releases for the Senator. Managed and tracked 4 billion dollars in budget requests from constituents through the defense budget cycle. Crafted amendments to the Defense Authorization Bill and the Foreign Appropriations Bill. Worked with constituents, lobbyists, executive branch agencies, and government contractors to influence pending issues and legislation and provide advocacy aligned to strategic priorities.