Product Manager for osteoarthritis (OA) knee bracing. Responsible for all aspects of brand management for OA portfolio, including: upstream/strategic (product development, market segmentation) and downstream (marketing campaigns, S&OP coordination).• Facilitated BU’s annual strategic planning process for 2022-2024 new products resulting in most extensive product roadmap since company acquisition—included coordination of director and VP level resources. • Coordination and thought leadership for special project to optimize BU’s New Product Introduction process resulting in estimated 18% schedule reduction with improved confidence in continuity of supply.

Director Global Projects within ESAB platform

Global role leading programs and special projects sponsored by CEO focused on business improvement. Reported directly to SVP of Ops & Strategy with regular executive-level interactions, presentations, and meeting facilitation as both steering team member and contributor. Regular (~50%) international and domestic travel to company locations for kaizen events and to supplier locations for commercial negotiations and performance management.• Led consolidation/integration of $30M annual revenue acquired business involving plant closure, domestic production relocation of 3 product lines, implementation of SAP ERP system, restructuring of supply chain for synergy with parent company’s economies of scale including outsourcing products to contract manufacturers and change of legal entity structure. Resulted in $4M annual EBITDA improvement—the largest savings across platform in fiscal year. C-suite sponsorship and coordination of VP level teams.• Managed cross functional Supply Chain (Sourcing), Product Management, and Legal teams in petitions to US Department of Commerce resulting in granted company exclusions for 90% of Section 232 tariffs at largest US plant (100% success rate, closest competitor achieved 31% success rate for same period). Involved analysis of competitive landscape of product offerings and potential business impact of multiple scenarios.• Designed and structured portfolio management process for global supply chain team of over 30 FTEs used across more than 500 projects and resulted in achieving 125% of team’s direct material COGS reduction and NPI targets.• Coordinated global cross functional team in development of strategy and execution to successfully double company ventilator production in under 2 months in response to 2020 COVID-19 pandemic.• Key member of strategy team assembling report to Board of Directors 2018

-Student Admissions Committee - evaluated applications of prospective students-2017 Summer LEAD Mentor - guided team of high school students from across country in development of mock business proposal--team won Best Presentation award

Process engineer responsible for monitoring key performance indicators to debottleneck & troubleshoot the Lost Hills Field’s main oil and water cleaning plant.+Facilitated strategic steering team of area supervisors and decision makers to set vision and execution goals for growth of oil field.+Led coordination of program of strategic projects to improve key performance indicator (business unit critical objective).+Led field-wide cross-functional strategy review which successfully forecasted necessary projects to match production growth.

Managed strategy and execution of MOC program for California business unit in support of over 500 operations personnel, 15,000 active wells, and 6 geographically dispersed oil fields.• Influenced business unit key performance indicators from uncontrolled, out of compliance status to within statistical control limits and corp. targets within 6 months of taking role.• Managed interface between business unit and corp. headquarters in implementation of new tools, interpretations of evolving regulatory requirements, and adoption of local best practices across wider enterprise—recognized for success by senior leadership.• Coordinated and presented concise updates to business unit senior leadership on program execution and quality. Regularly received positive feedback on success of improvements and sustained program performance.• Ensured compliance with corp. and gov. requirements through targeted coaching, training, and tool support.

Responsible for leading capital projects related to facilities design and construction from business case through design, construction, and commissioning. Led coordination of teams of professional engineering designers, procurement professionals, and construction crews.• Delivered $20 million budget of facilities infrastructure construction projects within 10% accuracy • Executed regular stakeholder management up to business unit General Managers and Vice-President to secure endorsement of new vendor contracts and projects to introduce new technology to base operations.

• Managed production of $3 million annually (10% of total annual company revenue) & led projects related to supply chain, quality improvement, and process efficiency increases.• Decreased labor costs by 15% while maintaining production capacities for first time in department history.• Implemented and supervised quality assurance program and project review of 100% of department projects.