Responsible for establishing and implementing a best in class services organization. Including: Call Centers / Training teams, Field Support and level 3 escalation.• Integrated Service Organization from acquired companies. Standardize Service support models to provide multiplatform global coverage • Defined Service Requirements for New product introduction Key Service and escalation processes • Creating service as revenue generating unit with new models, (Cloud services offerings and subscription based services). Fee based training programs.

Developed and executed marketing strategy for Americas and Asia Pacific Global Services, Transforming the organization from a cost of doing business to a revenue generating unitNew Product Introduction Service offerings Price cycle management Channel management

Medical Products service operations for Latin America and Canada. Developed Key performance Indicators and Regional Dashboards, Responsible for Region Continuous Improvements initiatives and Six Sigma Projects, Led Kaizen Events for Depot redesigns. Voice of the customer translation into operational metrics. Tech Services Global expert for Customer Listening System initiative. • Designed and launched Field engineer footprint Optimization , that resulted in relocation of more than 10 Engineers in South America Reducing travel expenses • Led Kaizen events in Mexico/ Colombia / Brazil. Projects from Customer interactions to Service Delivery . Spare parts usage and Service Technology platform launch Tech Service tools.• Additionally from November 2012 to June 2013 Acting Manager for Canada Technical Service. Toronto- Re-designed organization.. Responsible for full P&L ~$3M 25 Employees

Oversaw ultrasound service operations for a 6-state region, supporting 47 Field Engineers, 2 Service Area Managers and $31 million in annual revenue. Ensured achievement of metrics in material and revenue percent, lead quality and customer satisfaction. Held full P&L authority, analyzing expenses and revenue by segment to ensure appropriate coverage and control unnecessary expenses. Monitored the parts being used and coordinated with engineering on remediation suggestions. Maintained field readiness for FDA audit. • Lowered material expense from 21% to 15% of revenue by generating warranty programs with suppliers, turning consumables into repairables and implementing second-option processes.• Decreased travel time from 1.75 to 1.4 hours per call with the implementation of trip consolidation as well as providing visible schedules to Field Engineers.• Achieved a perfect FDA ISO audit with 0 findings and 0 non-conformities.• Developed a growth playbook that contributed 11% to revenue growth by initiating ideas for a new product offering, enhancing hourly billed revenue opportunities as well as increases in rigor. • Increased NPS from 70% to nearly 80% and raised customer satisfaction by leading LEAN events to review and redesign processes in installations and dispatches. • Honored with Circle of Excellence in 2008 for the best results of an operations manager.

Led the digitization of key processes to facilitate the supply chain for the pre-owned business of healthcare, linked the trade in process with the refurbishment factory to streamline information on product availability. Increased product availability that resulted in $20M sale growth in 2005

Responsible to finalized the GE- Access Medical Acquisition and implement GE culture by providing Six Sigma trainingto more than 65 individuals globally. Helped the organization to redesign its commercial processes.

Prestigious GE corporate leadership program that focused on high-profile and Six Sigma projects. Attendees complete coursework as well as 4 6-month assignments in various aspects of manufacturing and operations.• Created Supplier Quality Scorecards to improve supplier development.• Initiated a KanBan system for a spare parts warehouse, improving availability and reducing the quantity of POs placed.• Provided engineering and manufacturing support for the computed tomography manufacturing line, developing a mix model that expanded capacity from 6 to 9 machines per week.• Directed the first low-cost country program to validate suppliers in machining and fabrication, saving more than $500,000 in purchase price.