Responsible for managing over $1.9 Billion in spend for External Contract Manufacturers (ECM) globally. Managing a team of 9 direct reports in North American, EMEA and APAC. We manage the contracts, relationships and performance of global external suppliers that provide finished products to all of the Baxter Business Segments. The external manufactured finished products include Baxter designed products, customized products that are designed by the supplier and modified for Baxter and off the shelf products that are purchased as is for Baxter usage. The Global ECM Team leverages our strategy and supplier partnerships to support stakeholder requirements and ensure continuity of supply while driving best in class service and value through our global supply network.In 2023, the ECM team reduced external manufacturers back order by $3 Million and reduced external contract manufacturing cost through Margin Improvement Projects (MIPs) by over $28 Million.

Responsible for leading Operational Excellence across Baxter's Global Integrated Supply Chain (ISC), Responsibilities include developing and executing a common strategy to implement a culture of continuous improvement that delivers improved productivity and/or profitable gains. Developed and implemented new Baxter Operating System (BOS) to drive Lean Thinking, Lean Implementation, Effective Root Cause Problem Solving, Digital Transformation and Standard Processes & Governance. New BOS is highly effective in supporting yearly Value Improvement Projects (VIPs) cost reductions. Strategic plans and global continuous improvement efforts resulted in achieving VIP cost reduction targets in 2021 (Over $200 Million in VIP savings) and 2022 (Over $250 Million in VIP savings). BOS culture drove major changes in how VIPs are loaded and managed through the maturity levels. Over $275 Million of VIPs were loaded in 2022 for the 2023 calendar year. Implementation of BOS developed lean thinking and lean capability across the ISC that's creating long term sustainable results and a continuous improvement mindset that's becoming part of our DNA. Also lead others in developing improved Lean Transactional Business Processes: Facilitated Transactional Lean improvement workshops to develop improved end to end supply chain. Cross functional teams developed and documented new future state end to end supply chain process flow and requirements. Facilitated Lean workshop with ISC, R&D Engineering, Quality & Regulatory teams to develop new future state process for engineering design changes. Summary, developed the global strategic direction and operating system for Operational Excellence, provide hands on lean implementation when required and provide train the train sessions, coaching & other development for leaders across Baxter.

Directed activities for North American Manufacturing Operations and Global Lean Manufacturing. Responsible for managing 9 manufacturing plants in the United States (8) and Canada (1) with revenue of over $2.0 Billion. Responsibilities included setting the strategic direction and leading Rockwell's North American manufacturing operations to improve performance in safety, quality, delivery, cost and operational excellence. In 2020 we achieved the yearly productivity goals, improved overall safety to targeted levels (in the midst of COVID 19), improved delivery performance in focused plants and continued to improve quality performance with focused root cause problem solving efforts in targeted plants. In addition to managing multiple plants for Rockwell, I was also asked to develop and lead the improved lean manufacturing strategy. During an 18 month period, I continued to manage multiple plants while developing and implementing the new Rockwell Operating System (ROS). The ROS focused on implementing Lean, improving Connected Enterprise(CE)/Digital Transformation Capability and developing effective Root Cause Problem Solving. The ROS strategy included developing Certified Lean and Connected Enterprise (Industry 4.0/Digitalization) Leaders in every plant. The Certified Lean & CE Leaders support plants to develop Hoshin Strategic plans and drive the lean & CE transformation across the operations. The ROS strategy allowed the operations to significantly increase lean capability, connected enterprise/ Industry 4.0 knowledge & application and effective root cause problem solving which lead to improved performance in safety, quality, delivery and cost globally.

Directed all activities for manufacturing operations and supply chain across the company. Full operational and strategic responsibility for shaping leadership teams, operations and processes to meet the needs of the customers and markets we serve. Playing a key role in developing the strategy, vision and operational direction for the company. Directly responsible for managing 8 manufacturing sites located in the US. Also responsible for managing direct reports in supply chain, engineering, and lean manufacturing. Successfully achieved year over year operational improvements in safety, quality, delivery, cost and cash management. Achieved significant cost reductions across the operations to support meeting the EBITDA targets. Implemented Hoshin Strategic Deployment process across all plants and enterprise groups. Implemented 8 step problem solving process to significantly improve problem solving capability across the company. The strategic deployment implementation and improved problem solving have both been instrumental in driving the improved operational performance. Provided coaching and mentoring as required to further develop the knowledge and capability across the company.

Directed the activities of the global manufacturing operations and supply chain for the division. Directly responsible for managing 10 manufacturing sites located in the US, France, Germany, Slovakia, China and Brazil. Responsible for managing the global supply chain including sourcing, procurement, supplier development and risk mitigation processes. Also responsible for managing direct reports in global quality, manufacturing engineering and lean manufacturing. Successfully achieved the 2014 Operating Income, ROIC and Cost Saving targets. Improved year over year on time delivery performance globally. Developed a global footprint strategy to consolidate business across plants globally. This reduces yearly operating costs and the number of manufacturing plants from 10 to 8. This strategy also included purchasing a new plant in New Jersey and building a greenfield plant in Suzhou, China. Implemented several new processes and systems to improve overall operational performance and functional alignment. Implemented Hoshin Strategic Deployment with operational & sales teams that focused on Voice of Customer and Voice of Business input. This strategic focus allowed us to get the plants and enterprise groups aligned on key objectives to meet the needs of the customers and overall business. Implemented a Total Quality Management System across the plants globally to address quality system gaps and improve the change management process. Initiated efforts to implement a Sales & Operations Planning (S&OP) process. The Supply Chain team completed the pilot and they're planning to proliferate the process globally. Personally trained over 75 people in the 8 Step Problem Solving Process. This effort was focused on improving the root cause problem solving capability across the plants and functional groups globally. Worked with the teams globally to successfully implement SAP across 6 plants globally.

Responsible for developing and implementing a common lean manufacturing strategy for the Bearing and Power Transmission (B&PT) plants at the Timken Company. Strategy execution drove consistent lean thinking and lean implementation across over 30 Timken plants globally in the US, France, UK, Italy, Romania, Poland, China and India. We developed improved lean processes and implemented pilots to create best practices that would eventually be implemented across all plants globally. Developed and implemented numerous lean training and associate development programs including Lean Leader Certification, Lean Leadership Training, Lean Performance Modules (includes 17 standard modules for lean at Timken), Lean Assessments, Lean Operating Models, Front Line Leadership Training and Common Root Cause Problem Solving Process. The goal was to drive lean thinking and lean implementation across the entire enterprise. To support enterprise lean, we developed a process called Connectivity to improve information and process flow for our suppliers and transactional groups. We then implemented it across key suppliers and support groups such as finance, IT, purchasing, distribution and engineering. I also spent a lot time coaching and mentoring lean at all levels within Timken. I really enjoyed the times of teaching, coaching and implementing lean across the manufacturing plants and enterprise groups globally.

Responsible for managing the production control and logistics (PC&L) / Supply Chain operations for Delphi Connection Systems (DCS) plants in the US and Mexico. Managed 10 direct employees and 506 total PC&L employees supporting multi-site U.S. and Mexico plants. PC&L Responsibilities included plant scheduling, internal material flow, procurement of raw materials, supermarket management, on-time delivery, premium transportation, logistics, shipping/distribution and warehouse management. I was also responsible for the NA IT systems group & NA customer service groups. I'm knowledgeable in information systems including SAP. The IT group was very involved in system development and supporting SAP implementation in the US and Mexico.

Responsible for managing the production control and logistics (PC&L) / Supply Chain organization for all US Delphi Packard plants. 8 direct reports and a total of 540 employees supporting 18 manufacturing plants and 3 distribution centers throughout the US. PC&L responsibilities included scheduling, procurement, material flow in the plant, supermarket management, on-time delivery, premium transportation, shipping/distribution and warehouse management.

Responsible for directing the activities of 5 manufacturing plants and 2 distribution centers in Alabama and South Carolina. Managed 7 direct reports including 5 plant managers Total number of employees was of 1700 which included both union and non-union. Directed multi-site production operations which produced automotive & heavy-duty truck wiring harnesses, aircraft wiring assemblies, JIT automotive cockpit assemblies and electronic module assemblies. Excellent safety, quality and delivery performance in all sites.