Client interface for operational activities.• Negotiating and agreeing the production schedule with the client.• Acting as the professional representative for production operations in meetings with clients.Building a competent and capable CDMO operations team.• Performance management of the 3 direct and 9 indirect operations team to deliver in line with client and Euroapi expectations.• Cross functional collaboration with the site support functions to achieve site goals• Creating and Steering tactical and strategic plans within the CDMO arena at the Haverhill site• Responsible for continued development and change management opportunities to ensure that a ‘Safety First, Quality Always’ mindset is embedded within the CDMO team• Supporting the tech transfer team with new client technical transfer requirements and costings.• Managing CDMO Departmental OPEX and budget setting.

Lead a team of 100 employees based in Bishops Stortford and another site in Stevenage as MHRA MIA (IMP) and HTA Licence holders managing 300+ cold and 100 Ultra cold chain storage units for clinical trial material. I was responsible for supporting close collaboration with three additional ThermoFisher divisions to capitalise on extra capacity, knowledge, and opportunity and serve new clients. I was instrumental in leading overall operations, including planning, warehousing, distribution, packaging, and labelling of clinical products and ultra-cold biobanking plus a Bioanalytical laboratory for clinical trials, with an emphasis on increasing adaptability and improving client base for cold and ultra cold chain storage. I am driven at leveraging outstanding management services for tasks associated with overall site compliance and performance goals/strategy.Some of my key accomplishments for this job are here.• Spearheaded transformation initiatives in both safety and quality cultures with a "Safety First, Quality Always, " attitude.• Maximised EBITDA by 2% on annual basis by removing obstacles to execution and utilising continuous improvement techniques.• Increased compliance with Batch Right First Time from 30% to 75% through Lean methodology & strategic planning and execution.

In this role, I was responsible for managing a group of eight people, including both permanent and contract Validation technicians, Senior Validation Technicians, and Validation Specialists while serving as a member of the Validation Management Team. I administered the overall HEPA filter remediation programme, production facility, 510 Grade B, C, and D Terminal HEPA filters and 36 Grade A UDAFs while performing as Program Manager. I oversaw the complete remediation of failed HEPA filter situation at BPL in just nine months after a three-month outage and £50 M in lost income.Some of my key realizations for this job are here.• Executed significant processes related to commissioning, qualification, and validation in a core manufacturing facility.• Adhered to all relevant regulatory, internal, and industry best practices and EHS and GxP standards.• Delivered excellent validation services and fulfilled production needs/demands by efficiently planning and allocating resources.• Outperformed as Validation Manager by surpassing key obstacles of the COVID epidemic and completing the first annual shutdown onsite within planned timelines.

In this job, I drove excellent support and assistance for the expansion of the local manufacturing network in emerging markets, as well as promoted the growth of emerging markets within the Sanofi pharma injectables platform. I conducted global kick-off meetings, FATs, HAZOPs, and detail engineering sessions across India, Japan, and Europe. I aligned individual plans with necessary task detail and analysed necessary project schedules. Some of my key achievements for this job are here.• Recognised new local needs along with internal partnership opportunities and ensured the progress of a present project of €58 M.• Accomplished more than 3M hours without lost time damage by following HSE rules according to Sanofi's recommendations• Executed excellent services for planning, managing, and facilitating lean and leadership sessions of the NICE project.• Delivered outstanding support for the Quality EU task force team in preparation and EU inspection activities.• Fulfilled Sanofi guidelines and EU regulations as per transferred product demands by overseeing Production/Quality teams.

In this role, I supervised a high-performing team in the finishing department that processes notes after the completion of printing. I leveraged strategic leadership and direction for 34 personnel, production output, quality standards, and implementation of Lean Thinking/standards. I navigated solid liaison with engineering and quality groups while acting as a Key stakeholder. I organised a worldwide manual line blueprint project conference in Malta and Gateshead with a focus on developing team charter and project model and achieving key accomplishments.My proudest accomplishments for this job are here.• Fulfilled customer delivery targets by regulating schedules plans and processes with desired goals• Improved department overall performance by leading ongoing growth and improvement plans/projects in specific areas.• Evaluated and regulated the overall equipment effectiveness of finishing processes and equipment.• Resolved key matters related to staff attendance and performance with strategic solutions.• Surpassing major KPI goals by managing delivery, cost, and quality processes.• Launched a successful Asset Care program on important finishing lines to address predominant failure modes.• Developed training matrix for local staff while documenting and instructing SOPs in various areas for the finishing department.

A member of the Extended Leadership TeamRoles and responsibilities:•Ensure schedule adherence targets are met for manufacturing and filling Sterile products and communication between the 4 shifts to ensure consistency, understanding and lean processing during the change over periods•Lead continuous improvement projects within the area to increase the departmental overall performance•Oversee the overall equipment efficiency of the manufacturing and filling equipment and processes.•Assisting setting of the area budget and adhere to monthly forecast. Budget 2012 - £3.7 million. Volume 8 million vials per annum.•Managing performance and attendance issues of staff. •Key stakeholder within the quality group ensuring, through various influencing strategies, compliance to CFR21 part 11, the orange guide and GMP practices are adhered to.•Value Stream ManagementKey Achievements: •Exceeding key milestones and KPI targets for schedule adherence. •Improving OEE performance on major production lines. Improvements of 28% have been achieved over the last 36 months translating into improved capacity of 15% on the key filling line.•Improving yields through operator workshops and improvement processes•Introduction and sustainability of 5’s lean tools to the manufacturing and filling areas to improve the overall look and efficiency of the area.•Reduction in Plant Cycle Times from 30 days to 20 days.•Key responsibility for site attendance levels. Have exceeded site KPI’s on attendance by 3% with levels achieved at 98%.•Quality index at 100% with all personnel following cGMP guidelines.•Successful regulatory inspections with FDA & MHRA.•HSE index at 100% with a proactive culture taking personal responsibility for safety in the workplace.•Reduction of site stock inventory by £500,000 in 2012•Responsible for a successful stock build, training and transfer of a key filling line to another Sanofi site in Frankfurt, Germany.