Multi-site leader of US Dental Labs supporting dental partners worldwide.

Multi-site international plant leader. Responsible for class 2 and 3 medical device manufacturing operations in the US and UK.

Fully responsible for Profit and Loss, as well as leading all business functions within the facility, including New Product Development, Engineering Finance, Quality, Production, HR, and Strategic Planning. Shaped the start of a sales diversification program. In-loaded 12 new key customers over the last two years backfilling losses in mature product lines. Led the operation to in-load and expand capacity via capital investment to accommodate a new product portfolio in the orthopedic spine space. Highlights of Accomplishments include, but not limited to:- Revived a privately held medical device manufacturing company ($12MM Revenue) preventing bankruptcy.- Reorganized the entire operation - delivering cost reductions that have produced positive net profits for the last 25 reporting periods.- Improved gross margin by 32%.- Successfully implemented and coached employees in “Lean” processes utilizing SQDIP and GMP (BS13485, FDA 21 CFR 820 QS) across operations to prepare for strategic sales growth of more than 100% over the next 5 years.

Full Profit and Loss responsibility for a $33 million/annum medical device operation employing 230 personnel. Coached employees and led the introduction of Lean techniques, based on the elements of the Toyota Production System to improve profitability, quality and safety. Products manufactured for J&J, DePuy, Symmetry Surgical, Zimmer Biomet, Medtronic, Stryker, and Smith & Nephew. OEMs). Highlights of Accomplishments include, but not limited to:- Championed the implementation of over $5.7million operational savings via in-sourcing, capital expansion, and by implementing cost reductions through efficient manufacturing methods. Planned and executed a plant turn-around, restoring profitability, increasing gross margin by over 9.2% over a 24-month period.- Improved OTD from an average of 70% to consistently above 90% in a low-volume, high-mix facility.- Reduced employee turnover by 50% as a result of professional communication and hands-on management. - Managed the business post-acquisition through three workforce reductions.- reduced inventory by over $4 million, and increased inventory turns from an average of <4 to >6 per year (turns constrained as a VMI Supplier for large OEMs)

Led the company’s lean initiative across 5 plants in the USA and Mexico, member of the senior operations management team. Left ESAB to take the lead in successfully moving the Symmetry (Tecomet) manufacturing facility into profitability. Highlights of Accomplishments include, but not limited to:- Led and returned to profitability a $60 million manufacturing unit in OH, maintaining SQDC while production was transferred to SC.- Developed and led Lean Programs utilizing Policy Deployment, KPI's and CI tools at five N. American plants (equipment and consumables divisions), resulting in OEE improvements of over 21% and improved employee engagement.- Facilitated OEE improvements of 20%, scrap reductions of over 50% using DOE, and a 30% reduction of NVA movements.- Facilitated multiple Kaizen events to implement TPM, Gemba, Flow Improvements and Scrap Reduction.- Initiated and facilitated international Lean boot-camps to develop Lean Leaders' deployment skills.

Directed all aspects of Production, Finance, Engineering, Product Engineering, Planning, and Quality of the $37 million division (150 Personnel). Created a culture of waste elimination and improved engagement by initiating and sponsoring a plant-wide “Lean” initiatives, gaining funding from the State of MA for all employee training. Developed and recruited a senior manufacturing team to lead and transform business practices. Highlights of Accomplishments include, but not limited to:- Improved productivity from $133/hr to $146/hr, and plant efficiency by 13% during the recession of 2008. - Developed and implemented strategic plans to exceed $46 million sales annually.- Using Lean, improved on-time delivery from 65% to consistently above 90% in a low-volume, high-mix environment.- Increased manufacturing output from $15 million to $37 million over a 2-year period.- Led the company from loss-making to profitability via a 40% reduction in operating costs. - Partnered with Steel Workers Union officials to develop annual labor contracts and concessions in working practices during the 2008 recession.

Responsible for leading workshops in Risk Management, Project-Planning, Stakeholder Management, and Project Control disciplines. Sample clients included Railtrack and BG Group. Highlights of Accomplishments include, but not limited to:- Principal Consultant responsible for developing client Project and Program Management capability.- Developed and implemented project management frameworks into three international organizations with multi-million-dollar project budgets.- Coached and trained client Project and Program Managers to successfully implement major change initiatives. - Developed a Project Management Body of Knowledge (PMBOK) based on ‘best’ management practices, to be used as a reference point for CITI consulting assignments and course material development.- Project Manager for the development of five new project management courses targeting business and technical project managers. Courses were developed to provide annual revenues of $8 million.

INTERNATIONAL QUALITY ENGINEERING/PROJECT MANAGER, Worldwide, chiefly Brazil (1997 to 2001) OPERATIONS MANAGER, St. Petersburg, Russia (1995 to 1997)INTERNATIONAL ENGINEERING MANAGER, Worldwide (1993 to 1995)PRODUCTION SHIFT MANAGER, London, England (1991 to 1993)QUALITY SUPERVISOR, London, England (1991)Led and developed a team of 20 electro-mechanical engineers with responsibility for worldwide process development and manufacture of shaving products with individual project capital budgets in excess of $15MM. Reorganized a Russian non-productive, unprofitable manufacturing site and created a management team to develop 'Gillette Standard' operations at two manufacturing facilities. Carried out plant-wide audits to assess manufacturing capability as part of due diligence studies. Successfully led the implementation of ISO9002 and the Total Quality Management (TQM) initiative into Gillette's International Engineering Group, resulting in improved customer satisfaction and project execution worldwide. - Responsible for an operational budget of $28 million and capital budget of $5 million.- Reduced headcount from 400 to 160 whilst increasing manufacturing output by 700%.- Expanded annual capacity by over 1 billion units. - Managed cross-functional team projects implementing numerous new product introductions to manufacturing sites in Brazil, Mexico, India, Russia, Poland, and China.- Increased output from 100 to 700 million products annually.- Reduced spoilage from 20% to 10% and improved operator efficiencies by over 100%.