Mark led the global supply e2e Supply Chain for J&J MedTech, supporting surgery, orthopedics, interventional solutions and eye health supporting product manufacture and supply to millions of patients and health care professionals, and generating $30 billion in annual revenue.

In this role Mark led two separate global organizations, with a combined team of over 6,000 associates. The responsibilities included J&J Vision Supply Chain, and secondly J&J Deliver which has accountability for order fulfillment, including Customer Service and Distribution for all J&J companies globally.The J&J Vision (JJV) business evolved from Consumer Medical Devices following the acquisition of Abbot Medical Optics and divestiture of Diabetes Care (Lifescan). With 50% of the world’s population needing some form of vision correction, and cataract surgery the number one surgical procedure globally JJV’s portfolio of contact lens, IOL and refractive products is well positioned to support patients unmet needs. Mark’s responsibilities included all aspects of supply leadership from manufacturing (11 sites) and process development to new product innovation and supply planning. Mark’s focus on strengthening supply capability for quality innovation, reliability and cost through outstanding talent and teamwork has built a strong foundation for future innovation and growth.In parallel Mark led a transformation of the global Deliver operating model to improve e2e supply chain capability. Building off a solid global network of 360 distribution centers and over 200 customer service teams, Mark re-built the leadership team to increase customer focus for J&J businesses and strengthen end to end processes. The relentless focus on improving reliability, coupled with cost improvement, on a base of quality and compliance is critical for growth.

Mark led Supply Chain for Diabetes Care and Vision Care, MD&D Global Supply Chain, a position he assumed in January 2014. Mark was responsible for global manufacturing and distribution of all Diabetes Care and Vision Care brands with over 3,500 associates across 7 global manufacturing sites. Mark is led transformational cost change and development of best in class production technology in Diabetes Care and Vision Care through teamwork, talent development and process innovation.

Responsible for MD&D Manufacturing and a member of the MD&D SCLT. Scope included 53 sites, 20,000 staff (2,100 salary) supporting sales of $26 billion. Led significant change in MD&D through implementation of a standardized manufacturing operating model and development of a high performance leadership team. Focused on accelerating improvement through customer connection and standardization to reduce variation. Results included sustained improvement in quality, reliability, cost, and credo metrics over a 3 year period. Co sponsored development and implementation of Do It Right (DIR) to drive significant improvement in product quality and compliance metrics including NC performance and RFT metric.

Responsible for end to end supply chain. inclusive of manufacturing, procurement, contract manufacturing, demand & supply planning, NPI and logistics functions for the ETHICON franchise - supporting sales of approximately $ 4 billion across 4 core business units. Scope of role is $1.2Billion in cost, operating from 24 sites globally with 39 process technologies and over 5,000 staff. Success in the role requires close interfaces with R&D, QA, Sales & Marketing, and other key support functions to further the overall mission of accelerating sales growth and creating value for the franchise. Key objectives include delivery of high quality product, ongoing cost & cash improvement, increased customer focus and service levels, best in class compliance standards and development of talent to increase value in all areas.

Leadership of Operations and Supply Chain for J&J Consumer AP region, supporting $2.2 billion sales, across 12 key markets in Asia. Responsibilities included 8 manufacturing plants, over 100 external manufactures, and approximately 2,500 staff. Key achievements included: (1) Consistent delivery of plan and KPI's over a 5-year period. (2) Leadership & development of a more regional, standardized, supply chain organization to support growth and deliver optimal performance. (3) Implementation of a tax efficient supply chain strategy worth $30MM in savings annually. (4) Integration of PCH and delivery of significant synergies whilst maintaining base performance to plan, the scope of this change, doubled the complexity and size of supply responsibility over a 12-month period. (5) Development of long term, customer focused, strategy and relationships through delivery of continuous improvement in business results based on rigorous use of PE & Lean.

Responsible for all European Operations and Supply Chain activity for J&J Wound Management - includes support for Sales of $ 511MM, COGS of $ 120MM and Income of $ 72MM (2003BP). 832 staff, 3 manufacturing sites and complete supply chain responsibility, including Distribution.Key achievements include leadership of a strong team to deliver outstanding results, especially in terms of cost reduction and Supply Chain performance.

Leadership of Manufacturing, Engineering, Technical, Facility and HSE functions at Gargrave and Bellshill sites, 500 staff.

Leadership of all Manufacturing activity at Gargrave and Bellshill UK sites - 21 key & diverse products, 400+ people.

Leadership of engineering team to develop innovation, technology, processes & solutions to support rapid growth of AWC, new product introductions, new processes and continuous improvement.

Leadership of 120 staff across 2 Manufacturing departments and Maintenance team at Gargrave, UK facility.

Delivery of various process development projects to support Innovation, NPD, Growth and Cost reduction requirements.

Various logistics development roles from Project Engineer and PLC programmer leading to Project Manager as part of an 8 person team delivering a new automated warehouse, sortation and distribution system for Grattan plc. The $60MM project was a huge success.

PhD sponsored student carrying out research with Delco Electronics (Automotive instrument clusters) to improve innovation outcomes through the management of the NPD process with a focused operating model. Successful improvement methodology developed.