CORPORATE PROFILE: A $6B Medical Device company with 18K employees. RESPONSIBILITY PROFILE: I reported to the Corporate VP, R&D/Corporate VP, Supply Chain & Quality/CFO with a $125M OPEX, $75M CAPEX, and ~150 employees with 100 direct. I maintained responsibility for the cross-functional $200M/5-year enterprise process/digital transformation program.ACHIEVED IN THIS ROLEENTERPRISE PROCESS / DIGITAL TRANSFORMATION / INNOVATION / BUSINESS TECHNOLOGY PARTNERSHIP• I was called upon by the CEO and Executive Team to tie business systems to growth and improve competitive advantages through multiple technology deployments at scale. I established a Digital Innovation lab leveraging data science/AI to resolve complex business problems. Together with Operational teams, we delivered key capabilities in demand planning, manufacturing, distribution, and supplier management to deliver significant bottom-line savings and directly contribute to 99% service delivery levels through the COVID crisis. Efforts with the high-performing Lab team accelerated testing cycles from 500 to 145 days for new product development programs and saved ~$50M in outside lab service costs.

RESPONSIBILITY PROFILE: I reported to the Corporate VP with a $20M OPEX and 150 direct reports. I was responsible for the overall global supply chain and quality strategy and orchestrating high-level business change to expand capacity, reduce risk, and improve gross margin and service levels.ACHIEVED IN THIS ROLEMARGIN IMPROVEMENT• Facing a sudden surge in demand, the company needed to upscale operations while maintaining quality/costs. I was charged by the CVP, Global Supply Chain & Quality to secure talent, optimize capabilities, and advance supply chain strategy moves. To achieve this, I led teams in evaluating, selecting, and negotiating new site expansions in Costa Rica/Ireland/Singapore/Spain and maintained responsibility for GSC strategy/Lean continuous improvement. These efforts raised revenue to $6B, elevated operational margins by $1B, and drove $700M in overall value. Additionally, resulting cost savings enabled the self-funding of network expansion projects. GLOBAL PMO• I was tasked by the CVP, Global Supply Chain & Quality to identify cost-saving opportunities and promote collaboration among teams to define targets and commitments to governance. We established a highly respected global Program Management Office overseeing a VIP portfolio with $30M in annual savings and provided coordination across the organization, dedication, and expert program management on strategic initiatives. Together, we were able to self-fund network expansions. Finally, successfully negotiated and closed ~$100M in governmental incentive packages/subsidies for network expansions.

ACHIEVEMENTS CONTINUEDSTRATEGIC PLANNING / BUSINESS/TECHNOLOGY PARTNERSHIP / ENTERPRISE TECHNOLOGY PLANNING / IT TURNAROUND• We discovered that IT infrastructure had become increasingly complex, with over 500 spot solutions, no PLM, and an underutilized ERP, dissolving IT/business partnerships. I championed a digital strategy, which received $2M in CVP and CFO-approved investment. Despite COVID-related complications, we assessed current states, defined future visions, and created a 5-year implementation roadmap that prioritized the needs of 300 business/IT SMEs. This secured $150M in funding over 5 years for a dedicated 40-employee team with an established enterprise governance model deemed by the CEO/Board as a “Top 5” program.

RESPONSIBILITY PROFILE: I reported to the CHRO with a $10M OPEX, ~$2M CAPEX, and 40 direct reports. I collaborated directly with the CHRO to maintain responsibility for all HR strategy and planning, global PMO, and management processes. Additionally, I led a high-demand internal consulting team within the Organizational Effectiveness & Change Management, Learning & Development, and HRIS COEs.ACHIEVED IN THIS ROLEELT RECRUITING / BUSINESS TRANSFORMATION / STRATEGIC PLANNING• With double-digit product growth, the company could not meet demand. I was entrusted by the CEO to onboard a new leader to address demand shortages and network expansion. I championed a centralized GSC organization with a dedicated CVP, created an organizational blueprint with job profiles, and aligned the CEO/CVPs and HR/Quality to ensure ELT support. The Board-approved solution was onboarded within six months, the new organization was created in 30 days, and business transformations were accelerated by one year. I was promoted to Senior VP of HR for this achievement.RECRUITING & SELECTION / LEAN MANUFACTURING / SIX SIGMA• Critical to the overall success of the GSC network strategy was the redistribution and scaling of the global operational workforce across seven countries. I championed the need for market-specific talent strategies and orchestrated the global execution. Results enabled the doubling of workforce from ~5,0000 to 10,000 within 5 years, including the startup of two new plants in Costa Rica and Ireland, which directly tied to a $1B improvement to gross margin through labor cost reductions. The global network currently operates with best-in-industry human capital performance metrics in turnover (less than 7%) and employee engagement scores (87% to 89%).

ACHIEVEMENTS CONTINUED• The Singapore plant needed to scale but could not recruit/train production staff. I developed a hiring plan and deployed an onsite HR tiger team to leverage Malaysian talent. I then assembled a team that reengineered training operations, leveraging Six Sigma Lean, and partnered with local schools to institute skills training. The $10M initiative exceeded growth objectives, and the plant currently operates at total capacity with 2.5% turnover and top-quartile engagement scores.

RESPONSIBILITY PROFILE: I reported to the CHRO with a ~$2M OPEX and 4 direct employees. I maintained responsibility for leading a high-demand internal consulting team within the Organizational Effectiveness & Change Management function.ACHIEVED IN THIS ROLECULTURAL TRANSFORMATION / GLOBAL EXPANSIONS• As the company grew from 4K to 10K employees, the CEO was concerned that the innovative, patient-focused culture would be lost. I mobilized a tiger team of Strategy/HR leaders to work on the initiative. We collaborated with external partners/SMEs to develop an approach to embed the CEO-defined culture norms into the organization's DNA. We engaged leadership to drive the initiative over 5 years. This led to a global communication plan sponsored by the CEO that embedded cultural norms into the talent management process and operating norms.HUMAN CAPITAL PLANNING / BUSINESS PARTNERING• As Edwards became an F500 company, I discovered talent strategy required executive input to promote continued growth. I collaborated with the CEO/CHRO to integrate talent planning into the annual management cycle and created talent imperatives with defined outcomes/governance. This elevated HR to an influential business partner, promoting people's capabilities to enable growth and talent imperatives, which are now reported at the board level. For this success, I was promoted to VP of HR.HUMAN CAPITAL PLANNING• Edwards needed to design/scale commercial operations to meet 50% YoY growth projections. I was hired by the CEO and CHRO to create a high-level workforce planning strategy. To accomplish this, I interviewed leaders to gather launch goals/roles/drivers/gaps, then created a SWP with prioritized investments. This talent development plan changed executive assumptions, received investment from the GM/CHRO/CEO, and established standards for future SWP efforts. I was promoted to Senior Director for this company-first initiative.

CORPORATE PROFILE: A $2.5B Management & Technology Consulting company with 6,300 employees. RESPONSIBILITY PROFILE: I reported to the VP with 40 direct reports and was responsible for $10M in annual consulting services (change management/strategy/customer solutions) for clients including Toyota, Microsoft, Sony, and DirecTV.