Oversee operational strategies, resource allocation, and collaboration with academic and industrial partners. I facilitate semiconductor research initiatives by streamlining processes, ensuring compliance, and enhancing productivity. In the context of the CHIPS initiative, I work closely with faculty members to drive innovation, optimize research frameworks, and secure funding. My role also includes fostering partnerships, managing projects, and aligning organizational goals with cutting-edge semiconductor development and ultimately contributing to advancements in technology and production capabilities.

MADISON MEMORIAL HOSPITALRexburg, Idaho2016-PresentDirector of Materials ManagementServe as primary leadership force for large-scale hospital supply chain organization supporting production planning, inventory control, maintenance contracts, shipping and receiving, and other logistics functions. Serve as Chairperson of Products Evaluation Committee and Capital Purchasing Committee. Direct all aspects of recall process; prepare stock analysis, cost reports, and documentation of metrics and trends. • Saved over $2 million by sourcing and establishing single surgical vendor contract for all joint and trauma procedures. • Achieved over $2.5 million in savings by selecting Group Purchasing Organization (GPO) to reduce supply expenses and keep pricing competitive. • Developed and implemented centralized distribution process through Materials Management division, positioning supply chain operations to support and fuel organizational growth. • Forged profitable partnerships with key vendors to drive marketing enhancement, public outreach and education, new service line promotion, and business development. • Introduced annual balanced scorecard analysis with selected vendors; improved vendor communication, identified opportunities for improvement and strengthened key processes. • Overhauled capital purchasing to function on rolling 36-month schedule with fixed budget, saving significant expenses while maintaining flexibility to respond to emergency funding needs.

Oversaw construction and renovation contracts worth up to $7 million at US Navy expeditionary medical facility for delivery of medical systems and equipment to support deployed troops. Served as key point of contact between internal and external customers in managing large-scale projects and programs. Coordinated facility refurbishments that ensured safe, secure housing for up to 200 students. • Reduced stockpile of redundant and outdated materials while ensuring optimal re-use of functioning equipment; led 5S program for sorting, repair, and refurbishment. • Oversaw renovation of 17-building main campus; liaised with Army Corps of Engineers, other internal military organizations, and contractors to lead $7 million project on time and on budget.• Established fleet maintenance program; ensured proper oversight and repair to keep aging fleet operational and ensure realistic training experience.

Coordinated training, health services and medical supplies to support logistical forces and deployed tactical units as Lead Medical Planner for Combat Logistics Battalion. Managed training program to meet operational needs of field units in combat and humanitarian response situations. Coordinated supply chain management and HR. • Introduced PAR leveling and Just-In-Time inventory management for mobile ER services. • Forged strong relationships with external units, establishing robust channels of communication and ensuring trust to support streamlined cooperation during deployment initiatives.• Chosen to represent Navy medicine at Fleet Week San Francisco. Deployed Navy and Marine Corps medical teams to educate public; developed template to guide future Fleet Week initiatives.• Standardized medical training; established setup and evaluation guidelines for medical scenarios to assess key performance indicators for humanitarian disasters and mass casualty situations. • Acted as Health Service Support Advisor to commanding general staff overseeing 6,700 Marines and Navy staff. Guided manpower and medical needs planning for key contingencies.• Played key role in building database to identify critical medical provision challenges; located more than 1,000 at-risk staff-members requiring immediate medical attention and ongoing monitoring.

Oversaw operations of 8 healthcare clinics; directed process improvement strategies. • Chosen to serve as Green Belt facilitator for Naval Hospital Guam Inpatient Record Project. Reduced record processing time from 342 days to 16 days within 13 months.• Improved KPIs for monitoring provider workload and clinical business practices as Data Quality Manager; established committee to assess processes, lead audits and develop action plans. • Introduced tracking system for private health insurance, collecting $200,000 in revenue.