While serving at Accenture, I managed client accounts across One Accenture and led North America expansion within MedTech manufacturing, quality, and supply chain.

As Sr. VP of Manufacturing and Supply Chain, I oversaw a customized operational model delivering made-to-order items with lead times ranging from 1 to 14 days. Led an organization of 4100+ people at more than 50 locations, including 3 sites in Mexico (maquiladora's), along with $475M+ annual operating expenses. The business model had complex reverse logistics for 75% of orders, including handling and transporting customer inventory with an average daily volume of 75K orders (21M+ annually). I reported directly to the President of a $2.5B+ business unit serving as chief integrated supply chain officer.Following are some key accomplishments:• In a newly created role, led a manufacturing and supply chain transformation.• Initiated change by implementing operational discipline based on Lean/Six Sigma concepts.• Developed and implemented new leadership and diversity programs to develop a high-performing talent pipeline.• With a new greenfield site, reduced lead time by 70% and fostered labor efficiency by 80% using manufacturing 4.0 (digital and automated manufacturing).

Abbott Vision Care is dedicated to improving the quality of life, by advancing the science of visionCore responsibilities for a $1.2B business unit include the turnaround and transformation of the global supply chain organization including strategic sourcing, procurement and supplier management, contract/third party manufacturing, demand and supply planning, transportation, logistics and warehousing, advanced analytics & decision support and inventory management.* P&L owner (12 global DC's, >7,000 SKU's, >$100M pull through revenue, $200M inventory management)* Supply and strategic sourcing strategies including make vs buy* Procurement and supplier management (bill of material and non-bill of material) >$200M annual spend* Third party manufacturing (sourcing, negotiating, pricing, quality, service levels, relationship management)* Global network optimization (network strategies matching demand and supply) * Logistics, freight, distribution, warehousing* Leading S&OP and Integrated Business Planning process* Supply, distribution and inventory processes for 7 plants and 35 TPM's* Supply chain analytics and business process improvements* Global team of over 100 people

Global leader and architect for Abbott Nutrition’s manufacturing margin improvement program. Designed and implemented a 2-year transformation that included the strategy and tactical plan across 14 plants in 7 countries which delivered significant & meaningful gross margin improvement (>$200 million and 3 margin points) along with increasing internal manufacturing capacity in order to reduce outsourcing costs and use of third party manufacturing by over 60%.Holistic and integrated manufacturing strategy with a pragmatic tactical structure consisting of the following pillars:***** Every day, everyone is identifying and implementing ideas which improve our business *****• Organizational: changing the day-to-day operating culture through principle-based behavior while systematically reducing non-value adding work drivers and activities and organizational & process simplification• Front-Line: driving ownership and accountability at the core of value-creation while simultaneously creating global communities of practice for integration, variation reduction and best-practice replication• Overall Equipment Effectiveness: rapidly reducing downtime through multi-faceted approach of rapid-changeovers, improved cleaning and flushing cycles, and consistency across the manufacturing network• Maintenance: world-class reliability and uptime combined with efficient and effective practices including driving ownership and accountability to the front-line• Utilities: leading the way in sustainability initiatives underpinned by an integrated energy management system• Process: maximizing outputs through in-line process controls and improved parameters of material inputs• Data: data integrity, integration and fact-based decision making• Material Movement: implementing best-in-class movement of material (receiving, storage, line-feed, palletizing, loading)

Management Engineers (ME), a German-based consultancy which is now a part of Booz & Company, provides unique approaches to market leading and examplar companies like: BMW, VW, Audi, Caterpillar, John Deere, Daimler, Bayer, Siemens, Mars, Merck, Abbott and Avon to name a few.Companies choose ME because of our focus on product-oriented growth strategies which aim at the systemic combination of four elementary factors of competitiveness: • innovative products • creative value-adding • holistic integration • profitable market presenceWe are regarded as a hidden champion who sets benchmarks for the consulting business on such important criteria as know-how, experience, and implementation competence. Our performance mantra is Consulting to Completion. We bank on creativity and passion as well as a culture of cooperation, in which everyone wins and in which everyone is involved.Engagement and project successes include:* Product cost reduction for a mature product platform* Product platform consolidations* Global and regional Supply Chain restructuring * New Product Introduction re-design* Market strategies for a new product* New product design for emerging markets* Re-structuring and consolidation of SG&A* Plant restructuring and cost reduction

Executive team member and functional head of 24 seasoned professionals and 6 entry-level consultants• Oversaw and responsible for 2-year growth of $22M (37% CAGR)• Implemented new leadership tools resulting in greater transparency of team and individual performance• Hired, trained and integrated 18 individuals into the department• Created and ran an entry-level consultant development program

Led consulting teams consisting of Celerant and client task force to diagnose enterprise-wide issues. Unlocked dormant and latent value hiding within the current business processes, management systems and organizational structures.• Converted largest project in firm history valued at $22.5M and led team that brought total revenue from single client to >$50.0M in less than 12 months• Generated in excess of $12.0M per year in project fees• Average project size sold of $3.1M with a conversion rate of 81%• Performed operational due diligence for private equity firms• Designed “Enterprise Excellence” value identification model which was implemented by a leading global pharmaceutical manufacturer• Process Excellence (Lean Six Sigma) practice leaderSample of Clients Included:Kellogg's, Abbott, Bayer, Volvo Construction, DSM, Rohm & Haas, Lanxess, General Dynamics, Honeywell and FMC

Responsible for quality and customer satisfaction of $2B+ business unit with 15 manufacturing centers in 7 countries and 3,500+ employees. Managed (matrix) quality organization of 108 employees. Executive member of staff responsible for optimizing operations into 3 core competencies of Smart Cards, Electronics and Electromechanical. Key results include: • $42M cost of non-quality reduction, 75%+ reduction in defects, and 40%+ cycle time reduction as well as 25%+ capital and human productivity improvements• Developed common processes resulting in flexible and lean manufacturing• Oversaw development and implementation of internal Lean Six Sigma training and certification program

Driver and facilitator of five-year strategic plan by working with customers, channel partners and company executives in order to develop short and long-term business objectives. Facilitated semi-annual channel partner and end-user customer survey to measure overall loyalty, critical success factors including critical to quality (CTQ) and competitive performance. • Doubled business in 18 months while reducing repair cycle time 50%• Managed and priced product portfolio for suite off offerings within in sub-region

Designed and implemented a centralized customer service operation that supported 128 field sales representatives, 800+ channel partners (service and repair network), and 35,000+ customers. Hired, trained and managed 18 professionals.• Designed, launched and grew new product offerings (first new products for business unit in 10 years)• Led 6 inside sales representatives from startup to over $3M in annual revenue by developing new products for the market• Led team which partnered with MCI to develop and install first extranet where customers would be able to manage their contracts directly • Eliminated over $1.5M in recurring annual costs, reduced opportunity for defects by 60%, as well as a 66% reduction in contract renewal cycle time while improving retention rates to over 90%

Responsible for business development and strategic planning for a $75M region consisting of 37 field sales representatives, 200+ channel partners (service and repair network) and 6,000+ customers. • Reversed 3-year trend of declining revenue and profit margins through customer loyalty, cost reductions and field sales productivity

Accountable for financial planning and analysis of a $500M division with 4 operating units. Forecasted and reconciled monthly and quarterly profit and loss statements. Analyzed distribution channels for performance and improvements. • Developed sales forecasting tool that was implemented business unit wide• Consistently identified in excess of 10% cost improvements year-over-year

Managed accounts receivable for 500 customers with an average open receivable balance of $300M. • Improved collections from an average of 13 weeks to less than 4 weeks