Responsible for leading a group of ~30 engineers with a focus on supporting new product development and introduction from component manufacturing through finished goods packaging, while continually driving projects to leverage AMI capabilities and capacities to improve product throughput, operational costs, and reduce scrap.• Proactively identified opportunities to strategically align engineering resources into process specific teams enabling improved communications with design teams, more efficient project execution, and improved consistency in manufacturing documentation• Working cross functionally across AMI and Inc, drove 50+ projects delivering over 100k hours annually to manufacturing enabling improved machine utilization, overall absorption, and favorably impacting COGS• Led efforts collectively with AMI finance team to understand and improve manufacturing variances resulting in the implementation of Scrap Variance in SAP. With the improved visibility, projects have been initiated to reduce high value scrap instances and improve COGs while incorporating expected scrap into the product routers.• Led the team in reviewing current manufacturing capabilities and identifying advanced technologies that can be used to further improve manufacturing throughput, improve man to machine utilization, and provide AMI with increased capabilities to support speed to market.• Actively participated in workshops to align senior leadership with goals of the corporate office. As organizational goals have shifted – aligned team KPI’s and structure to support the growth and market conditions both within engineering and operational teams

Directly responsible for development and execution of business strategy for Total Joint operations. Led cross functional teams on new product introductions, production planning strategies, capital equipment purchases and implementation, and process improvement.- Provided direction to buying/planning, engineering, quality, and production- Created a 5 year strategy to maximize equipment and resource utilization that enabled insourcing of components and improve yields, reducing labor costs to reduce by 30%- Collaborated with finance teams to develop a cost calculator to ensure business cases reflected actual cost impacts in future years

Led creation of new purchasing team supporting $150M of annual spend across four business units. Developed strategic sourcing direction for outsourced finished goods, purchased components and raw material, service parts, and capital expenditures. Drove supplier simplification, multiyear negotiations, and improved supplier relationships. • Implemented a total landed cost process for determining true cost of product coming from overseas vs domestic and for negotiating costs with domestic suppliers saving $850k, reducing lead times from 22 weeks to 14 weeks, and improving cash flow with favorable payment terms. • Negotiated several global multi-year contracts incorporating adjustments for exchange rate and commodity fluctuations, product costs, and rebate incentive programs yielding $1.8M estimated savings for 2015• Collaborated with our finance team to develop a process for improved tracking of purchase price and invoice price variance allowing the executive teams to see forecasted margin impacts through year end• Initiated and developed an inventory tracking process to provide visibility of purchase order movement at mid-year and year end enabling business to reduce inventory by over $10M

Managed a $250M+, 104 person unionized medical device manufacturing facility producing CT and PET scanners. Full responsibility for strategy to deliver customer demand, product cost, regulatory quality compliance, site safety, customer service, inventory controls and lean initiatives. • Implemented a lean vision for CT product line delivering a 14.8% applied time reduction and over $1M of productivity while reducing production area by 60%. • Initiated and coordinated lean process standardization across sister plants reducing costs globally by $750k• Influenced a cross functional team in material procurement to support quarterly build plans, safety stocks, and service demands, eliminating line down situations

Led sales and operations planning and customer fulfillment for $1.5B+ diagnostic imaging equipment business. Optimized operational strategy for 27 different products at 6 global facilities while managing 15 professionals in 4 different countries. Developed sales estimates, production forecasts, inventory and logistics modeling and customer shipments for 1200+ systems/year.• Created a process to identify slow moving material at global warehouses and have it reallocated against orders for other regions helping to reduce global inventory by 42% to $108M• Implemented a global strategy with the regional support teams to improve order accuracy, reduce late date changes, and improve customer satisfaction resulting in Ship Complete On Time (SCOT) improvement from 38% to 82%• Initiated a global logistics and stocking strategy to maximize ocean logistics opportunities for international shipments saving $6M+ annually and reducing lead time to customers by 2 weeks, enabling greater options for incremental revenue shipments late in a quarter

Managed organization of ~15 engineers and program managers focused on variable cost productivity through value engineering, global transfer support, supplier engagement and development, “should cost” modeling, and conversion cost productivity. Teams were located in US, China, and Japan. • Led the global strategy for supplier development in China for the CT modality. Coordinated with local sourcing teams to identify potential suppliers, evaluate their capabilities, and aide in their development, resulting in 12 key suppliers saving over $20M• Consistently drove double digit productivity ($36M-$48M) annually