Fractional executive position working with an exceptional team who are developing novel life science technologies that have the potential to revolutionize early disease detection.

Advising UC Berkeley SkyDeck Accelerator startups on three continents.

Due diligence, investment and advisory support of an (investment) portfolio of start-ups and ongoing companies working in genomics, liquid biopsy, clinical diagnostic services, AI, robotics, carbon capture and synthetic biology.

Possessing a profound interest in technology that “moves the needle” from the perspective of ensuring that the next generation has a better quality of life has resulted in a desire to work with companies that are addressing key challenges around energy, food, water, pollution, climate change, shifting demographics, healthcare etc.The Center for Carbon removal connected me (in my role as an Entrepreneur in Residence) with Azolla who are working on biofabrication approaches to provide cleaner raw materials for one of the most polluting industries in the world (textiles). To this end, am working with Azolla in the capacity of an Advisor; supporting on business cases, technical feasibility and connecting them with Accelerators and Venture Capitalists. The role is underpinned by personal experience in business development, strategy, product management and development, supply chain and a professional network that can support their growth as a business.

Responsible for the Product Management, Product Development, Program Management and New Product Introduction for a novel chip based molecular electronics single molecule detection technology with applications from basic research, precision medicine, environmental surveillance through to whole genome sequencing.

Responsible for Engineering, Manufacturing, Tech Transfer / New Product Introduction, Program Management, Quality, Digital Health and interim leadership of other areas. The innovative strengths of the team led to the grand prize win of the X-Prize Rapid Covid Testing Competition which in turn was built upon the work that was done as the company grew from a start-up to a more mature organization to stabilize the product and build a supply-chain that would support future demand.

Responsible for the formation and leadership of the Program Management, PMO, PLM Infrastructure, and New Product Introduction organizations within Siemens Molecular Diagnostics. The Program Management organization managed approximately $500 million of projects focused on advanced medical device development and deployment over the following five years.The overall organization was ultimately structured to grow to approximately 200 people who were focused on bringing DNA level medical analysis to communities who would have historically had no opportunities to benefit from this technology.In order to augment the capabilities of the team, and applying previous experience, the role also included responsibility for developing our key strategic partnerships which leveraged a mergers and acquisitions level due diligence to find development and manufacturing partners that could enhance our time to market and time to profit.

AdvisorInitially providing input and advice on pitch decks and mechanisms to fund the formation of a CarbonTech Accelerator.Entrepreneur in ResidencePaired with carbon waste to value start ups. Providing mentorship and advising new ventures in the carbon capture and carbon use sector to support carbontech hardware startups grow, flourish and make a difference.

This role provided the opportunity to return to two areas of true personal passion – building and leading new organizations throughout the Americas, and looking at the big picture of corporations in their markets / environments and driving the corporations to truly address customer needs by delivering products and value that excite them and hence capture market share. The role focused on tackling corporate challenges from corporate strategy through to product implementation throughout the entire value chain, but with a focus on the product development process. I built the organization to focus on innovation, innovation ecosystems, product/portfolio management, product development, program management and corporate strategy, however the team was capable of more and frequently supported or drove projects in the CRM and SCM space.The subsequent engagements required technical depth, business acumen and an ability to understand the key points of an industry or new market rapidly. The organization’s successes were as varied as the nature of the engagements. Wins included 80 percent increases in market share (in 18 months) for medical device new product launches resulting from our project restructuring, other customers requested input on innovation and future markets that subsequently have been validated by >$1 billion in acquisitions to drive future tech and new market entry, and the team built large communities designed to drive new product development and innovation concepts in the wider company.Roles beyond the core included evaluation of approximately $8.8 billion of mergers and acquisitions, developing crisis management frameworks for divisions with the first deployment addressing > $100 million issue and Lean manufacturing activities that reduced the Takt time for locomotive manufacturing by 42 percent.

Was hired to lead the Supply Chain Consulting group for the Americas due to an ability to balance the need for depth in supply chain, the ability to deliver effective business development and a demonstrated consultative solution orientation that is frequently an element of engineering.The organization grew by 43% within the first year via executive engagement in a mix of internal and external customers. Typical engagements focused on thought leadership, organizational redesign, enhanced negotiation methodologies and revised manufacturing strategies typically saving our customers between $35 million and $40 million / annum.

Designed, implemented and led novel organizational concept that sought to strengthen R&D and Manufacturing via a tech transfer organization that also leveraged engineering and innovation input from external partners.The team were able to address the fears of key internal stakeholders and turned around two failing projects by driving one back on schedule (by approximately 9 months) and executing lifetime savings of $110 million through varied initiatives including structured design to cost. The organization attained visibility within Siemens AG and was recognized as a global best practice within 15 months resulting in the request to lead the definition and initial implementation throughout the rest of Siemens Healthcare.The recognition of the performance of this group subsequently resulted in requests for me to lead a major (stalled) change management and outsourcing project resulting in savings of 22 percent on the materials in question. This was followed by a request by senior management in Germany to facilitate the alignment of a smaller start-up minded business with Siemens’ global structure with an emphasis on supply chain, product development and product management.

Leadership of an organization that was responsible for the engineering, manufacturing and supply chain related management of $150 million/annum of multinational co-developments, and external manufacturing partnerships for in-vitro diagnostic instruments, automation, robotics and software solutions.Within a year, the role expanded to develop and lead a hybrid strategic procurement organization of engineers and procurement personnel to manage DX’s hardware supply-base ($400 million/annum spend).Throughout this period, I represented manufacturing and supply chain on executive stage gate reviews for new product developments.

Was asked to consider a role within Engineering and within Procurement at Quantum (the company was subsequently acquired by Maxtor) and chose Procurement for more commercial experience and to address potential skill-gaps that I had potentially been unconsciously avoiding. My previous experience within the disk drive industry meant that I could add value in either role. Initially the role was focused on the design and negotiation of effective commodity strategy with Asian and North American supply-base.Ultimately the role provided the foundation for a strong intercultural skill-set which drove subsequent research work in this area for my MBA. The role also required a hybrid procurement – engineering responsibility which resulted in the building and leading of technical architectural teams to drive alternative strategies that would provide future proofing and driving bottom-line benefits of approximately $30 million and assuming leadership of stalled R&D developments to move them to closure.

Initially responsible for company’s electromagnetic design of hard disk drive spindle motors. Subsequently promoted to design and program lead, and for the business’s final programs responsibility for account management in addition to program leadership. Organization’s small size required a hands-on and “can-do” approach to any task, and key activities included technically and commercially managed SAE’s most successful server class spindle products in the company’s history, the complete design, tech transfer and manufacturing set up in China and troubleshooting patent, technical and cultural issues in the US, Japan and China.

Reported directly to the company’s senior leadership. Was primarily tasked to troubleshoot and resolve atypical technical or analytical problems, provide technical management of the eddy-current clutch product line and laid out the fundamental design for the next generation high speed products.

Successfully providing design and manufacturing services to a variety of clients in a number of industries. Role provided further technical and business experience until commencing my Masters Degree.

Production engineering and design engineering for hematology diagnostic instruments.