Empowering people suffering from heart failure to get their normal back.

Cross-functional Team Leadership of 90+ teammates serving on various teams: 1) the sustaining engineering team for intravascular pressure wires manufacturing driving continuous process improvement of quality, safety, yield (through Root Cause Analysis tools), lead time (through Lean tools), and productivity (through Business Process Improvement tools) 2) the equipment engineering team for Image Guided Therapy Devices driving the vision and implementation of Total Productive Maintenance, TPM, within the multi-modality site to improve OEE 3) the Innovation and Automation team delivering disruptive, innovative improvements at our multimodality site and 4) the site Program Management Organization, explicitly focused on project prioritization, optimized use of shared resources and organizational structure and driving accountability. Full financial responsibility for budgeting, reporting, partnering with finance on Business Performance. And most importantly, partner with Human Resources (HR) on Recruiting to attract the best talent, focus on Staff Development and focus on retention by delivering the highest employee engagement scores using Gallup Strengths and survey feedback.

Connecting the best practices in technology and process for Philips within the medical device catheter manufacturing landscape. Developed video-based work instructions to facilitate respirator production ramp up schedules in the early phases of COVID-19 pandemic. Connected engineering teams between Philips sites to share best practices for Operational Excellence and Business Process Improvement. Developed business initiatives for onsite sterilization for multi-site North America manufacturing.

Engineering Management for the sustaining process engineering team including projects, CAPAs, and day-to-day sustaining engineering activities to ensure delivery of quality products to our customers. Facilitated Kaizen to improve engagement survey results showing dissatisfaction with complex quality systems, improving satisfaction by 32%. Focused on Performance Management and Agile Methodologies to speed delivery of solutions to our customers. Initiated A3 for EHS, Safety and Ergo improvements and eliminated 5 red processes.

Spectranetics is now a part of Philips Image Guided Therapy Devices.

Orchestrated engineers and contractors to validate tubing extrusion process and remediate all I/O/PQ/ TMV validations for Class II and III fiber atherectomy products. Mentoring and coaching of multi-functional remediation leaders in the adoption of Agile PM methodology to meet customer requirements. Partnered in the 4 Questions for Quality to drive quality culture change and risk management within our quality management system.

Lead team of Manufacturing Engineers and Technicians using specialized Project Management methodology to deliver Safety, Quality, Output solutions for our Operations customers. Drive projects using Lean Manufacturing and Theory of Constraints philosophy to improve gross margin and quality processes. Lead manufacturing transfer of products developed by Upstream Peripheral Technologies and acquired in 2013 to expand our portfolio of CTO crossing solutions.

Owned continuous improvement and process validations for existing medical device manufacturing processes.

Operations Management of 120 hourly employees and supervisors in day-to-day operations and continuous improvement efforts using lean tools, analytical skills, data analysis and business process improvement tools to increase productivity, improve quality, cut operating costs, and increase capacity.

Led Repair and Parts Purchasing Technicians in improving quality, speed and first pass yield to enable the company to sell consumer electronics at the lowest internet price. Continuously made minor improvements to processes to reduce inventories and drive toward ideal of Dock to Stock flow.

Managed Thin Films CVD and PVD maintenance technicians on the HPM (High Precision Maintenance) journey, focusing on workplace organization, perfecting preventative maintenance, keeping clean and defect free equipment and preventing recurring failures.

Responsible for Phase 1 implementation of Lean in lithography and thin films area for manufacturing and engineering at the Intel Colorado site. Used Learning Laboratories, A3 problem solving, Single Minute Exchange of Die, Value Stream Mapping, Waste Walks, Visual Management, 5S and Standardization.

Equipment and Process Engineer responsible for polyimide and i-line processing.

Chemist responsible for the acetic acid, acrylic acid, ethyl and butyl acrylate areas.