VP/Senior Director, Operations• Joined this start-up medical device organization to advise and participate in the final design of the laboratory instrument and captive reagents to improve manufacturability, serviceability and reduce cost• As VP of Operations responsible for the design, development and validation of the high volume manufacturing equipment for the captive reagents• Selected and developed all strategic critical component suppliers• Position reported to the President/CEO• Responsibilities also included for developing and implementing the infrastructure of the company, included selection and implementation of the corporate ERP system (Made2Manage), as well as all facilities and support functions• In 2007, identified, designed and developed new facilities for both corporate activities and manufacturing/distribution within a seven month period• Post-move re-validation was completed, with product launch

Director, European Operations• Recruited by this $160MM injection molding firm to manage the integration and improvement of a $13MM Dutch injection molding acquisition• First European acquisition in support of anticipated business with major global customers• Reported to Executive Vice-President, local staff reported through Dutch Plant Manager• Using a cross functional multi-national team to obtain local buy-in, performed a detailed profitability analysis by customer to improve plant performance• Increased inventory turns from <1 to 12; assisted all unprofitable customer in exit migration• Led implementation of Corporate ERP system (BaaN) and established the cGMP systems required for multi-national customers• Managed the HACCP Certification required for European food packaging suppliers and ISO 9002 re-certification• Upgraded the facility to improve quality control issues and prepare for global account activity• In early 2002, turned over management of plant to corporate line staff and local Plant Manager

President• Purchased an existing company that manufactured and sold candles nationally in the giftware industry through direct sales and sales representatives• Relocated the company to St. Louis• In 18 months, I doubled the product line and tripled sales, while improving the quality and image of the products

VP, Operations• Responsibilities included quality, manufacturing, materials management, personnel, analysis of acquisition targets and management of two major accounts• Privately held, $16MM regional electronic component distributor and custom wire sub-assembly house• Staff of six direct and 150 indirect reports• Established pay and performance appraisal systems for entire plant• Successfully led initial ISO 9002 certification team• Established overall profitability reporting for major customers• As capacity requirements increased, identified and installed a major floor space upgrade without facility expansion, saving over $2MM

VP Operations• Directed all North American operational functions of culturally diverse, multi-plant $150MM international corporation• North American operation was acquired from McDonnell-Douglas by bioMerieux as part of a senior management led divestiture• Reported to Executive Vice-President• $40MM operating budget• Fifteen direct and 200 indirect reports encompassing: instrument and reagent manufacturing, materials management, manufacturing engineering, master scheduling, quality control, shipping, and facilities• As VP Operations responsibilities include Operations representation for due diligence team during four acquisitions• As VP Operations responsible for manufacturing and gross margin of all instruments and associated captive reagents• Average captive reagent margins were greater than 85% and greater than 60% for instruments• Led company-wide project design team that developed strategy to reduce overall reagent cost of sales 25%• Proposed premium priced custom captive reagent line that continues to grow as a percentage of sales today• Led company-wide crisis team to redevelop, validate and obtain FDA approval for major new product that was recalled for design flaws. Project was completed in 11 months• Used MRP Class A certification process to drive operational excellence and quality improvement• Directed successful outsourcing program for both instruments and reagents as part of program• Successfully led Class A MRP certification in instrument plant and two captive reagent plants

• Requested this position to provide stability to the Quality organization and implement technologically logical, value-added testing to the products• Instituted proactive focus for product quality within seven manufacturing areas and promoted collaborative assistance to manufacturing. Transferred responsibility for operational quality inspection to line manufacturing personnel• In the QA/RA area, achieved two FDA inspections with “no observations reported”• Reduced testing of all products by 40% without compromising quality• Developed vendor certification program with 65+% of all parts certified dock-to-stock and no degradation in quality• Concurrent responsibility as Director of Operations for Industrial Products at remotely located acquired plant- Stabilized the manufacture of an R&D product that had already reached the market and could not be manufactured consistently and profitably- Developed the production process and production facility in St. Louis and moved it with less than two weeks down time and no impact on customer service level

Managed all formulation and assembly of captive reagents for medical devices in a multi-shift operation. Re-invented manufacturing method.

Basic research and developement on selective media for Enterobacteriacae. Co-inventor on six patents.