Responsible for IT roadmap and leading compliance projects for Supply Chain and Manufacturing processes.• Led Drug Supply Chain Security Act (DSCSA) compliance project. Created issue and action tracking tools and daily management routines to manage over 250 gaps. Identified root causes and worked with CMOs, customers and IT vendors improving compliance from low teens to over 95%.• Presented and got IT roadmap for ERP, Serialization and MES approved by CIO and functional partners.

Responsible for setting up and running Center of Excellence for Operational Materials Management across all factories.• Developed solution providing 13-week forward visibility of materials-constrained production plans, impact on customer fulfillment and remediation actions across factories.• Developed centralized supplier network collaboration roadmap to prevent avoidable raw material shortages through 18-month forecast commitments and capacity flexibility agreements.

Responsible for optimization of industrial footprint for Medical Device manufacturing.• Proposed near-shore final assembly scenario for consumer business leading to €14M (25%) savings in manufacturing, materials and distribution costs.• Challenged to turn around factory shutdown program after 3 failed attempts. • Successfully transferred production and R&D capabilities from Connecticut to global hubs and Contract Manufacturers in California, China, Singapore, Mexico and Costa Rica while ensuring Quality and Regulatory compliance and continuity of supplies. • Program reset with clarified boundaries, feasible timelines, right-sizing of resources, identification and resolution of interdependencies, and streamlined governance based on stakeholder map. • Project scope included 1220 label and IFU Engineering Changes, setup and validation of 7 production lines and inventory pre-build to cover global registration lead times. • Took overall site leadership after departure of previous plant Director ensuring continuity of operation and team engagement despite shutdown. • Increased output of CO2 sensors by 4.7x to support COVID-19 demand; Capacity expanded through additional shifts and accelerated ramp up of receiving factories despite raw material constraints, lockdowns and labor shortages.

Responsible for portfolio prioritization, resource planning and benefits tracking of North America transformation programs.• Led ideation, prioritization and execution of Cost Productivity program in Market North America. Over delivered on cost reduction targets (€54M to €65M per year) through disciplined identification and execution of a portfolio of over 40 projects.• Deployed standard funnel and project management processes with defined stage gates and exit criteria across global and local program teams; provided forward visibility of resource constraints, benefit vs investment tradeoffs and program interdependencies.• Facilitated strategic alignment and prioritization decisions with North America executive team to agree on 24-month portfolio roadmaps, investment requirements, business impact and benefits realized versus plan.

Responsible for full P&L of Customer Services business including sales and marketing, contact centers and service delivery operations.• Increased order volume by 17% annually with introduction of a customer-centric, customizable product portfolio and optimization of sales channels.• Improved price realization by 25% with implementation of a commercial policy defining customer segmentation, prices and discounts.• Decreased material costs by 37% through field service engineer training programs, improved controls of field inventory and proactive intervention in high consumption sites.• Reduced elapsed time to repair by 30% with creation of a remote service team resolving customer cases in less than 4 hours.

Responsible for supply chain management, customer project management, order management and back office operations.• Over delivered on revenue recognition targets and reduced order to cash cycles by more than 60 days through milestone planning for customer projects, definition of standard cycle times and disciplined risk and opportunity management of the order book.• Improved demand, supply and inventory forecast accuracy by implementing S&OP process and KPIs, QxP scenario analysis and end-to-end value chain optimization considering known supply constraints.• Reduced total market inventory by 21% cleaning up and re-exporting aged, excess and obsolete equipment. Performance sustained through S&OP and clear order management and procurement policies.• Improved spare parts planning and delivery process achieving 98% fill rate for critical parts.

Responsible for landscape rationalization, decommissioning of legacy solutions and definition of end-state enterprise architecture.• Obtained Group CIO approval of end-state Enterprise Architecture with expected savings in running costs, harmonization and simplification of current business models and increased agility to enable new business models.• Designed and implemented emerging markets ERP architecture in APAC and Latam reducing process complexity in small markets and allowing them to focus on customer facing activities.• Increased on-time, on-budget and on-quality delivery of projects by clearly defining solution scope and architecture guidelines during the project initiation phase.