George Cusick Email & Phone Number

I hope to share my project experience and knowledge forming and coaching teams to help others safely deliver complex, patient driven life science capital projects. I focus on three critical areas - great teams, the right behaviors and culture, using streamlined and innovative methods. Great teams are foundational, you must create common goals, then attract, align, and retain team members, and work to create team chemistry. Capital projects are a team sport!Teamwork is enabled by behaviors and culture. The behaviors a leader models allow people to be their best, integrate, collaborate to create a win-win for everyone. The right behaviors and respect for people create a culture that leads to success. Great teams with the right culture are essential.Culture is enabled by contracts and methods. Adoption and implementation of lean methods and advanced technology is critical and include exceptional safety and quality programs combined with integrated contracts, TVD, Last Planner and Takt, and advanced technology to harvest data and digital information. The system must be aligned, teams and culture rely on contracts, work methods, and processes to succeed.With these 3 elements, leaders can deliver unrivaled value: zero safety incidents and zero quality defects, an emotionally safe workplace, and cost and schedule in as much as 40% less than traditional projects.I was fortunate to work with large scale, multi-functional, global/multi-cultural teams across a series of life science capital programs to develop these areas of focus. Some of those projects are cited herein. Among many projects, I led a team in Singapore that delivered a large-scale tablet facility safely, on time and on budget. It set a new standard for life science projects in Singapore.This was followed by San Francisco with a team including the developer, Merck, and multiple AE, CM and trades. We tapped into the local lean community to use IPD, risk/rewards, industry leading safety programs, and JIT/takt to create a one team culture that delivered on budget, 12 months faster than the benchmark. San Francisco was followed by a >$2BB program to rapidly expand vaccine capacity that included 3 major programs (>$500MM) in the US, 1 in Ireland, and several smaller(<$100MM) global projects. The program allowed rapid growth of manufacturing enabling millions of patients to be protected from cancer.Complimenting my project experiences, I was involved in the design and construction lean community from 2014 to today as a Board Member of LCI and leading a PMO within Merck GES.

Listed skills include Pharmaceutical Industry, Gmp, Technology Transfer, Change Control, and 18 others.