KeraLink International (KLI) is a non-profit that came out of the world’s largest eye bank, provider of ocular tissue used in corneal transplants. We realized that eye banks were not the solution to corneal blindness in lower- and middle-income countries (LMICs), where people are at the most risk of developing corneal blindness. So, we sold our eye banks and are now focused solely on using new and emerging technologies to eradicate corneal blindness. Globally, 12.7 million children and adults are blind due to corneal injury, infection, or disease – and millions more are at risk. 18 million are blind in one eye due to corneal disease. At KLI, we are rewriting the prescription for addressing corneal blindness, adopting a three-pronged PEN approach that involves Prevention of injuries and infections that lead to corneal blindness; Early detection and timely treatment to stop vision loss from advancing; and Novel therapies, including alternatives to corneal tissue transplant to restore sight naturally, affordably, and sustainably. We are developing, partnering, investing in technologies to solve for this disease.

We are inspired by the brilliant architecture of the Pantheon and are committed to developing advanced bioengineered solutions that can better treat corneal blindness and restore vision for people around the world.

3DCS is a software startup based in Silicon Valley focused on providing end-to-end workflow in the advanced manufacturing space delivering productivity for customers.

Advisor to 3DOS and Aviso

Took a short-term assignment to set up a transformation framework at Stanley, Black & Decker.

STANLEY X is the innovation business of Stanley Black & Decker, a Fortune 500 tools manufacturer with over $17B in annual revenue. SX has several methods to innovation that include developing product internally, acquiring and/or investing in startups, partnering, or spinning out "ideas to become businesses" through the venture studio approach.In latter part of the year, we decided to wind down Stanley X, so I have been integrating and selling some of the startups.

Advised as a board member to this startup business focusing in software communication.

Chief is a private network built to drive more women into positions of power and keep them there. Chief is the only organization specifically designed for senior women leaders to strengthen their leadership journey, cross-pollinate ideas across industries, and effect change from the top-down.

3D printing is going to change the world. Just as HP has profoundly changed how we live, work, and communicate, 3D printing will transform the largest industries on the planet — and I'm working to ensure HP has a prominent role in that transformation. 3D Printing is just the start to where we intend to go with digital manufacturing.In this role, I was working on the "now" of our company by building our Automotive practice and driving customer adoption, and the "future" of HP 3DP by developing and delivering high value end-to-end disruption business applications.

I led strategy and vision for the overall market expansion of HP's 3D printing business in the $12 trillion manufacturing industry. I worked with key customers, strategic partners, our materials ecosystem, system integrators, and software partners to build relationships and partnerships that will grow HP's 3D printing business and revolutionize entire industries in the process.My role spanned the entire ecosystem of additive manufacturing and is integrated into every aspect, including setting up supply chains, develop the software platform/vision stack and leading technical groups on feasibility, applications, and product marketing. I also led our education team on curriculum development and adoption of 3D printing in higher educational institutions. Enabling our customers to revolutionize their businesses – and in some cases, their entire industries – is at the core of what I do. That's why I actively integrate the voice of our customers, their lessons learned, and best practices into our development roadmaps. Transforming how our customers operate their businesses in ways they never imagined, developing new products and services that unlock new revenue growth, and delivering significant competitive advantages are the promises of 3D printing, and I aim to get us there.

I led the largest and most important initiative across all of GE, which was the first phase of creating GE Digital as a stand-alone software P&L business. A digital industrial business, GE Digital offers edge-to-cloud-based software and analytics, field service management software, cybersecurity, and digital twin and industrial machine learning technology in a variety of industries. I worked with all the GE business units to integrate digital Commercial Operations and Customer Success organizations into GE Digital to drive efficiency and scale the organization while implementing best-in-class software learnings.

I held a progression of roles within Wurldtech Security Technologies, a GE Digital company and leader in cybersecurity for operational technology (OT) and critical infrastructure. We scaled this startup business in the industrial market. As a C-suite executive, I led operations for Wurldtech to bring the business to maturity and deliver growth. With that goal in mind, I drove operational rigor across the business by developing metrics, processes, and tools while focusing on ownership and accountability. We started the business with professional services only, then expanded to a product hardware offerings that led to software development incorporated into our customer's product. As a result, we doubled the size of the organization, drove profitability, and significantly grew revenue.As vice president of Professional Services for this start-up acquisition, I focused on developing people (customers, talent, and organizational structure), processes (standardized quoting through fulfillment, project management, and offerings), and tools and technology (automated tools, ERP and project management, and field productivity). Our offerings included onsite professional service assessments, hardware/software security penetration testing/teaching, and certifications.

After turning around GE Healthcare's Americas Services organization, I was tapped to head the spare parts distribution organization for GE Healthcare, a leading provider of medical imaging, monitoring, biomanufacturing, and cell and gene therapy technologies. Under my leadership, the organization thrived, shipping 3 million parts per year globally and grew to include a team of 600 people in 20 different countries with 3 distribution centers, 60 warehouses, and 4 repair facilities.

When I came aboard to lead service P&L for GE Healthcare's Americas Life Sciences division focused on the pharmaceutical industry, revenue was declining. To reverse that trend, I developed an entirely new organizational structure, offerings, processes, tools and marketing strategies.These efforts paid off, and I grew the organization by double digits in revenue and profit. I was also selected to participate in GE Healthcare's highly prestigious, 2-year leadership program called Xcellerate.

I led a service regional P&L focused on diagnostic imaging for the Chesapeake area. My team of 35 field engineers was the highest performing in the region for two consecutive years, and we were consistently one of the highest-margin areas in the nation. We were also two-time Club Award winners for revenue growth, customer satisfaction, and margin.

I led manufacturing and fulfillment for a double-shift operation for GE's healthcare business. I implemented operational rigor and lean manufacturing to drive on-time deliveries, productivity, and quality, and achieved the highest levels in the company's history.

I worked in one of the most technical groups of GE Healthcare to identify suppliers that could build the world's most challenging and technologically advanced detector components for computed tomography (CT) and x-ray scanners. I launched multiple new product introductions and won GE Healthcare's Engineering Design Award.