• Partnered with top-tier clients in pharmaceuticals, healthcare, financial services, insurance, and manufacturing, driving operational and financial improvements exceeding $750M.• Led a $50M savings initiative by creating a scalable supplier-driven innovation model, delivering measurable value globally.• Transformed operations for a global insurer, reducing cycle times by 80%, cutting $30M in costs, and raising client satisfaction by 90%.• Increased production throughput by 35%, reduced costs by 25%, and boosted efficiency by 40% across 50+ projects using Lean Six Sigma.• Delivered $30M in savings for a mortgage bank by halving processing times, cutting compliance errors by 75%, and setting new regulatory standards.• Reduced inventory by 25% and captured $15M in annual savings through advanced inventory management and sourcing strategies.• Optimized logistics, cutting freight expenses by 15% and improving supply chain performance with cost-efficient models.• Maintained regulatory compliance at four manufacturing sites with a rapid cGxP strategy, ensuring operational continuity.• Directed consent decree remediation and QMS modernization, enhancing governance and sustaining regulatory alignment.• Led 15+ Quality System projects, boosting CAPA completion rates by 35%, reducing backlogs by 25%, and improving response times by 40%.• Embedded Lean Six Sigma principles, delivering 20-40% productivity gains, 40% better equipment utilization, and optimized workflows.• Improved KPIs, forecast accuracy by 30%, and risk protocols for finance and insurance projects.• Directed Kaizen events to eliminate bottlenecks and enhance performance.• Spearheaded FDA inspection readiness, implementing a robust LMS to sustain cGMP compliance and prepare for audits.• Deployed OEE improvement plans, delivering measurable performance gains in diverse environments.

• Drove $90M in revenue growth and boosted North American margins from 37.8% to 38.2% by spearheading strategic operational realignment and launching targeted initiatives that optimized profitability and market positioning.• Led the turnaround of a struggling business unit, achieving $13M in operating income within the first year by aligning operational strategies with market demands and strategic goals, setting a new foundation for sustained growth.• Generated $5.6M in annual savings through realignment of Finance and HR operations, implementing process redesign, strengthening governance, and optimizing resource allocation.• Enhanced product portfolio value by 10% through strategic planning, innovation, and advanced business intelligence efforts, enabling data-driven decisions that fueled competitive advantage.• Drove enterprise-wide alignment of strategy with business goals, accelerating revenue growth and fostering cross-departmental collaboration, setting a unified course for sustainable development.• Established a program management framework that reduced project delivery timelines by 80%, enhancing productivity and driving profitability.• Reduced planning timelines by 80%, significantly boosting productivity and cutting operational costs, creating a nimble planning structure that accelerated business responsiveness.• Developed financial governance models that led to $5.6M in annual cost savings and a 25% improvement in forecast accuracy, providing a robust foundation predictive planning.• Increased portfolio visibility by 10% through the implementation of a program management framework, ensuring seamless alignment with corporate objectives and enabling proactive resource management.• Enhanced retention rates by 20% by mentoring high-performing teams and fostering leadership skills, creating a resilient talent pipeline that supports long-term organizational stability.

Recruited to drive executive commitment to Lean Six Sigma (LSS), following up on plant-level adoption. Developed and implemented operations, performance planning and holistic (LSS) strategy. Delivered 600+ manufacturing and supply chain projects yielding $100M+. Increased sales force effectiveness and grew market coverage by $25M. Pioneered multimillion dollar technology program which dramatically improved critical talent management processes.

Worldwide Director of Strategy Management and Process Excellence (2005 – 2006)Provided vision, strategy, and process excellence leadership for 13 companies. Reported to the Company Group Chairman. Drove continuous improvement leveraging lean processes; accelerated product development and grew profitability. Spearheaded redesign of product development processes, and increased new product and business opportunity portfolio NPV. Guided process excellence across 220 businesses within Global Process Excellence Leadership Council.J&J-Merck Consumer Pharmaceuticals Company Worldwide Director of Compliance and Process Excellence (2003 – 2005)Promoted to Management Board of this joint venture while simultaneously acting as key contributor to revenue and profit growth. Developed and implemented strategies to standardize processes, drive market penetration, and strengthen compliance. Successfully grew household penetration by multimillions of dollars with key product in competitive market conditions. Led lean manufacturing initiatives yielding business benefit of $58M; implemented compliance program facilitating 100% attainment commitment dates.Ortho-McNeil Pharmaceutical Director of Strategic Planning and Process Excellence (2001 – 2003)Drove strategic business planning including launching start-up and integration of “process excellence” into overall corporate strategy. Planned / led initiatives to optimize human capital management, sales effectiveness, and product promotions. Increased business portfolio value by multimillions of dollars; grew additional revenue by vastly reducing territory sales rep vacancy days. Selected to lead redeployment of 2,500+ sales representatives, a significant initiative yielding revenue growth of $75M.

Hired to build the global manufacturing Six Sigma initiative. Pivotal role in development, and delivery of key operational deliverables. Supervised team of 11 Black Belts and 80 Green Belts. Reduced costs by $25M by implementing Toyota Production Lean manufacturing processes. Implemented Business Process Management; assessed 80+ key process capabilities.

Recruited to General Electric account management team to advance the Design for Six Sigma (DFSS) initiative in providing a broad range of credit card related services to clients. Selected as Program Manager for multimillion dollar DFSS re-architecture initiative. Revamped software development program. Delivered $20M in working capital process improvements through creating new program management structure.

Strategic Management and Manpower Engineer (1990 – 1999)Concurrent with serving as General’s primary strategic planning interface for over 50 Air Force units and Black Belts, assigned to new Quality Air Force initiative. Developed materials / led training for 50+ Black Belts and 2,000+ personnel. Created / maintained multiple standardized organizational structures and processes. Led >30 process design and improvement projects, generating multimillions of dollars in annual benefits; and managed $50M outsourcing initiative.Misawa Air Force Base, JapanInventory Management Supply Specialist (1985 – 1990)Maintained war readiness supply kits and personnel supporting 48 F-16 aircraft during deployment.