Spearheaded company-wide QMS implementation, driving a culture of continuous improvement throughout the organization.

Facilitating strategic discussions from the shop-floor to the C-Suite with the aim to transform businesses into the 21st century.

Leveraging years of manufacturing knowledge, operational excellence, business transformation, workforce adoption combined with technology best practices all to provide a greater impact to client’s bottom line.

Assisted in the formulation of technology strategies and multi-year financial planning, oversaw the upkeep and modernization of IT frameworks, managed vendor relations, and steered policy, procedure, and governance while recommending novel technological solutions. Contributed to the development of quality system roadmaps compliant with ISO13485, 21 CFR Part 820, NUREG-1556 standards, managed multi-year financial planning, supervised the review and enhancement of quality systems and processes, handled vendor relations, and proposed new process improvements.

Private and Group Yoga Instruction, specializing in classical Hatha asana, meditation. Additionally, as a certified Kripalu Mindful Outdoor Guide, I offer powerful nature-based experiences—combining forest bathing, Ayurveda, meditation, and practical outdoor skills—for people of all ages and backgrounds. With the average American spending 11 hours a day on a screen and 90 percent of their lives indoors, now’s the time to step outside and feel the difference!

Providing leadership and direction for external customers to design, develop, and deploy systems that bring about business transformation. Leverages theory of constraint management, Lean Sigma, and other tools to eliminate non-value add activities in processes to boost productivity, morale, and bottom-line growth.• Led effort with a global team from various functional disciplines to define requirements and goals for the implementation of a customer relationship management platform (SalesForce).• Developed processes and procedures for disaster recovery, software validation, and GDPR.• Directed remote-team on the development of a mobile app that interfaces with patients and physicians.

Director of all IT decisions, processes, and results across Spine & Pain therapies businesses (11 sites globally) within the Restorative Therapies Group, with a combined budget of $7M and managing a team of over 20 professionals across the US as well as off-shore.• Upgraded SAP R/3 from no enhancement pack to Enhancement Pack 8 including upgrades from Windows 2008 to Windows 2016 Server and SQL Server 2008 to SQL Server 2016• Inherited and led the closure of multiple CAPAs providing improved product quality and decreased risk to the business and time to manufacturer products.• Oversaw multi-team collaborations for issue resolutions within SLAs.• Chaired the Manufacturing IT Employee Engagement team which provided direction to senior leadership on campaigns to influence the engagement of staff. Over one year increased overall engagement results by over 20%; my team had an engagement score of over 92%.

Managed IT project portfolio (60+ projects) and staff across four locations on the East Coast that consisted of high-volume low-cost to low-volume capital equipment manufacturing. Member of the Manufacturing IT organization, participated in the development and communication of the Manufacturing IT Road Map.• Worked closely with management teams to identify strategic IT initiatives and facilitate the adoption of technology-based solutions resulting in $200,000 annual IT operation savings.• Achieved a 40% cost savings on the total cost of ownership of software by leveraging existing assets and retiring legacy hardware and software applications.• Participated directly in the Shingo Model and Assessments along with Policy Deployment Boards for Global IT with an ongoing goal of increasing focus, improving communications, and successful attainment of business objectives. Trained over 300 IT employees on the Shingo Model and Policy Deployment Boards.• Led the requirements gathering across CardioVascular business (15+ locations) for a finished goods device labeling system as well as an MES type system to mitigate all medical device product mislabeling.

Member of the Global IT Project Management Office responsible for all business units (20+) impacted by the implementation of SAP/R3 in Puerto Rico.• Provided leadership to a team of subject matter experts across three plants and approximately 3000 employees in Puerto Rico.• Led business process optimization meetings by process mapping over 500 as-is process maps, including all business processes and performing a delta exercise comparing the as-is processes to future state.• Indirectly managed 120+ employees, coached, and mentored teams, and guided towards performance and availability improvement projects.• Facilitated weekly team meetings across all impacted plants (20+) meeting with IT leadership to review impacts and required changes at the parent manufacturing plant.

Globally managed six manufacturing facilities across the US and Mexico, including 45 employees and three managers while administering budgets of up to $17M.• Managed the implementation of SAP across two plants in Mexico and two plants in Orange County, California.• Created and implemented a comprehensive needs assessment mechanism to forecast demand for raw materials where the business/vendor had no control over the raw materials required for manufacturing - increasing the ability to predict raw material to meet demand by 50%.• Reduced application portfolio by 50% by leveraging enterprise systems across the CardioVascular business unit.• Served as Chairman of the Information Technology Talent Develop Council, fostering the development of 1,500 IT employees.• Created a supportive team environment that was defined by collaboration and knowledge sharing, resulting in 95% retention within the IT organization.

Led and managed the integration of all IT systems for an acquisition of a 1,000 employee company across Europe (at that time, it was the largest acquisition Medtronic had performed).• Played a critical leadership role in several post-merger/acquisition IT-related activities, resulting in successful integration (largest integration at that time for Medtronic).• Coordinated IT Infrastructure connectivity between companies, mail system integration, and oversaw the implementation of policies and procedures at the acquired company.

Managed global team of employees to improve process efficiencies, with a focus on manufacturing, utilizingthe Lean Sigma methodology.• Led process stability for engineering change requests for the global instance of SAP. Led all pre-work activities for SAP deployment in Empalme and Tijuana, Mexico and Irvine and Santa Ana, California.• Developed a team (SAP CoE) to prioritize all workload for Global SAP changes for the division that aligned with business strategy, quality improvements, and cost reductions.• Utilized the team to spearhead the deployment of SAP in Mexico and Southern California.

Directed all IT decisions, processes, and results across the global CardioVascular business (11 facilities) as well as software validation processes. Member of the CardioVascular IT Leadership team.• Collaborated with a global team of process owners to define a multi-year Quality IT System roadmap. Drove project priority and provided critical information for Quality IT System roadmap and AOP planning.• Implemented 21 CFR Part 11 and 21 CFR Part 820 in a newly formed division of over 10,000 employees, resulting in a reduction of the application portfolio by 50%, thus reducing total cost of ownership by millions per year.• Developed a process and system health assessment for various functions within the Quality organization, significantly decreasing time and resources needed compared to the original model.

Managed a team of 10 staff members that included all IT processes. I was a member of the divisional IT leadership team, the Danvers Senior Leadership team, and the Global IT Operations Committee.• Established partnerships and technological solutions with offshore contract manufacturing organizations. Leading all IT aspects of product transfers for division (Ireland to Mexico, and US sites to Mexico, and US sites to Ireland) as well as multiple M&A activities.• Awarded the coveted ‘CIO Award’ for design and implementation of a global finished goods inventory planning system.• Developed an effective global IT project management methodology and solution selection policy, which, resulted in reducing the global application portfolio by 20%.• Led the implementation of an overall of the IT Infrastructure which included; a migration from Novell to Windows Server, Wireless A/P install, UPS system, diesel generators, dual WAN connections, networking upgrades, and new hardware and processes for disaster recovery preparedness.

Lead developer and business analyst that focused on custom software development, all aspects of database administration, and critical role in system implementation such as Agile PLM, SAP/R3, and Prisym labeling.• Utilized Lean Sigma and Theory of Constraint Management methodologies to develop lean systems to facilitate a $2.2M reduction in WIP. Awarded ‘Star of Excellence’ award for leadership efforts.• Developed and implemented the standard operating procedures for the site’s IT department.• Implemented Agile PLM eliminating physical paper storage by 90% and increasing approval times by40%. Programmed label verification system resulting in cost savings of $100,000 while reducing productmislabeling by 95%.• Designed and developed a medical device product labeling verification system reducing mislabeling atthe plant by over 90%.

Managed a team of 40+ employees with the responsibility of managing all external service providers.• Utilized Six Sigma to develop an IVR system to provide increased efficiency of processing customer complaints, saving over $750,000 within six months. • Developed the procedure manual for multiple departments to meet ISO:9001 standards. • Designed and implemented an automated service dispatch system, saving in excess of $1.7M.