Manufacturing Lead for Neptune Medical CV Division now known as Jupiter Endovascular

• Planned and executed implementation of stalled design changes resulting in improved manufacturability and reliability of Talis One Instrument• Led Engineering builds at novice CM increasing throughput from 0 to 7 instrument a week Instrument Mfg delivered 250+ devices in 2022 leading to V&V execution• Implemented structured problem-solving resulting yield stabilization at > 75%• Implemented weekly CM report card based on Safety, Quality, Delivery and Efficiency resulting in throughput and yield stabilization• Led New CM selection with Supply Chain and Quality resulting in identification of long term mfg CM partner better aligned with business needs

• Promoted to Sr Manager with expanded oversight of Component Engineering, Strategic Gross Margin Improvement focused next gen. of Bronchoscopy & Urology products, & JNJ-Auris Integration Projects including QMSo Integrated JNJ NPI Best practices like should-costing, NUDS assessments, make vs buy, on next generation Monarch Consumables resulting in a successful Phase 0 criteria of >60% GM target deemed achievableo Led margin improvement scoping exercise for Re-usable Bronchoscopes with external consultants resulting in identification of supplemental paths to achieve profitability in-addition to NPI efforts to qualify more uses per device

• Carved out NPI Mfg Engineering Function and established Manufacturing as Service to R&D and Production with expertise in Dfx, process development, assembly fixture development, Industrial engineering/Build Management, and Design Transfers• Performed SWOT on NPI Team against success factors. Crafted a resource plan based on teams’ strengths, weaknesses, opportunities, and threats. Hired 9 Engineers and Promoted 3 Engineers to grow the team to 15 engineers in < 1 Year. Expanded 8 people pilot line into 30 people pilot line including 4 promotions. • Expanded scope of the team to focus on all new products from Phase 0 to Phase 6 including accessories managed through CM’s. • Achieved ~90% retention rate since taking over the team in Fall 2020• NPI Team delivered ~1600-2000 devices over last 2 years resulting in commercialization of Robotically driven Bronchoscope 2.0 on Monarch 2.0 Platform and 510K submissions for other indications• Sponsored Daily Line Management tool (Safety, Quality, Delivery, Productivity) deployment & GEMBA walks. This resulted in improved communication (Up, Down, & Lateral) & prioritization of COGS/Scalability improvements based on ROI. These improvements resulted in robust design transfer & Process simulation modelling to enable ramp planning• Sponsored Agile Project Management Focused JIRA communication Board for Managing Design Transfer resulting in improved communication (Up, Down, & Lateral), prioritization, resource utilization, and scheduling on NPD programs.

•Led operations team on 2nd Gen, Single-Use & Re-usable robotically driven Endoscope (Flexible Catheters with Optics) from concept to volume mfg. enabling Auris to scale manufacturing to double annual case load support while breaking-even on COGS• Established a non-existent NPD build process including planning, procurement, finance, and R&D inspired from traditional S&OP process. Supplemented planning process with readiness checklists (Clear to Build) and weekly check-in points for cross-functional team for smoother pilot production planning• Converted 2 station Pilot line to 10 station pilot line capable with 20/week yielded throughput• Led early pre-design Freeze Builds to drive DFM, Process Development, & DV Readiness resulting in ability to complete DV&V builds in predicted timeframes• Established strong failure analysis approach to root-cause early and identify design or process mitigations resulting in 20-30% RTY yield improvements from development to launch• Led Design Control Deliverables such as PFMEA, TMV, Process Characterization, Optimization, & Validation concurrently with DV&V builds to ramp-up to 50/week throughput post PPQ resulting on on-time shipment of commercial use product•Led 1st Gen Endoscope Commercial Mfg expansion strategy development and deployment including future outsourcing opportunities resulting in 4-fold increase in weekly throughput•Root-caused & eliminated EM sensor related Out of Box failures on 1st Gen Robotically Driven Endoscope resulting in product complaint rate reduction from 8% to 5%. Further reduced EM sensing yield loss failures and in-house component rework resulting in ~150K in annual savings

-Led business process development to help Fitbit transform from a successful start-up to a more organized and lean business-Implemented process flow for selection of ODM or JDM operations model for future Programs-Implemented Production Component release, assembly fixture, and line validation process to improve coordination and efficiency among NPI, cross-functional teams

-Led manufacturing team from concept to volume phases on Fitbit Versa, Flyers, and Alta HR. Led Ionic Design Transfer into production.-Led DFx reviews from Concept Alignment to EVT builds resulting in $700k in CAPEX and $0.40 per unit MVA savings, combined on all three products▪ Drove factory readiness for Versa, Flyers, and AltaHR product line for DVT, PVT, and MP builds. All 3 products commercialized with >90% Yield, >420 UPH, > 3 lines, > 40% GM, and on an unprecedented record schedule resulting in major revenue recognition of combined $ 300-400 Million in the launch quarters.▪ Led EVT, DVT, PVT, and MP assembly line and fixture qualification and validation for Fitbit Alta HR, Flyers, Ionic , and Versa at CM partners in China-Operations Lead/SME on selection of JDM partner for Fitbit Flyers

● Led selection of wire forming technology based on cost of ownership (COO) and qualitative analysis resulting in consensus and intelligent, long term selection with lowest financial impact to business▪ Integrated activity based costing (ABC) and COO in conjunction with lean based Medtronic Operating Strategy (MOS) resulting in identification of need to track and analyze equipment speed, yield, space, utility consumption, attended labor time, and maintenance costs● Proposed optimized cellular DFS operations layout to meet volume demand using discrete event simulation (DES) software resulting in 30% lower labor and 50% less space than line layout● Promoted propagation of DES software across Medtronic in New Product Operations by co-authoring a paper at S & T technology conference (internal Medtronic event)● Led development of more space efficient, automated, and one piece flow equipment for Wrapping, Post-Wrap Clean and Drilling using statistical analysis tools such as Design of Experiment which will result in 30% space reduction, 90% reduction in batch size, and 25% reduction in attended labor time● Co-led establishment of Advanced Manufacturing Engineer discussion forum to share knowledge, ideas, and benchmark approaches to new product operations● Actively identifying and proposing solutions for strategic gaps such as lack of comprehensive equipment development and sourcing strategy● Championing clarity in lean strategy with clearly stated long term and short term benefits and direct cause-effect relationship● Led the development of the Advanced Manufacturing Engineer internal share-point site to further enhance communication among Engineer’s from all Cardiovascular group

● Assumed Advanced Sourcing Engineer role in addition to Advanced Manufacturing Engineering role. As ASE, led following:▪ Led component make/buy decision based on comprehensive cost and strategic analysis▪ Championed and implemented process validation and a sampling plan at supplier for critical component using Cost of Quality to justify higher upfront investment● Led decision making on sourcing of T-Pumps from a Gaymar Acquisition on comprehensive financial (income, cash flow, and balance sheet) and qualitative analysis resulting in decision to award business to International Contract Manufacturer at US based facility● Led transfer of Stryker Glide System from a small domestic CM to Flextronics/Avail Medical in Mexico● Integrated equipment/tooling/fixture calibration and PM scheduling and maintenance in JD Edwards resulting in improved compliance to production and process controls● As Training lead for the mfg. team set up customized curriculums for different mfg. engineering levels, functions, and special situations

● Manufacturing Core Team Lead on Prime X product development from Concept through Volume Mfg.● Led PFMEA and participated as core team lead in Product Risk Assessment and DFMEA● Defined manufacturing and sourcing strategy for the Trauma Stretcher product● Led DFx reviews with process experts to ensure product cost ($751) was below set target ($794) resulting in at least a 3% overall gross margin improvement for every stretcher sold● Created and managed Capital Expenditure for the New Trauma Stretcher project (600K) coming well under Capital Expenditure requested for the project (657K)● Planned, organized, and executed seamless builds with cross functional team resulting in achievement of major project milestones▪ Set up assembly lines with most efficient space usage resulting lowering burden to the manufacturing cost▪ Balanced lines to create a pull system to prevent in-process inventory build-up

● Defined manufacturing, sourcing, and test strategy in alignment with overall operations strategy of Modular Testing/Merge in Transit/Integrate-to-Order for three different new products in different product lines● Executed operations strategy for DPN and ALD chambers resulting in at or below cost, below capital budget, and on schedule commercialization▪ Determined root cause for 35 Non-Conformances (NC) that occurred during assembly/ field retrofit of ALD and DPN chambers. Lead cross-functional team members to implement most feasible design/solution leading to closure of all and zero repeat NC’s▪ Defined 14 Retrofit/ Evaluation tool Bill of Materials (BoM) for Beta evaluation shipments with no BoM NC▪ Lead the release of a customer Specific ALD chamber with 20 ECO's in less than a month and simultaneously leading the build activities on Pilot Line● Defined the Manufacturing BoM's and organized the product structure on all supported NPI products● Sustained Low Pressure Chemical Vapor Deposition (LPCVD), DPN, RTP and Metal Organic Chemical Vapor Deposition (MOCVD) product lines▪ Launched, released, approved, and implemented ECO’s in < 21 days through Change Control Board process (CCB)▪ Reduced a 3 month, 33 ECO back log for the Rapid Thermal Anneal (RTP) product line within a month, two months ahead of schedule resulting in critical revenue recognition

Performed root cause analysis and solved problems by participating in Jishukens (Problem Solving Circles) in Truck Sub Assembly, Truck Paint, and Q.C.E.Prepared and presented A-3 reports on the findings. Participated and Co-lead TPS fundamentals and Standardized Work Training classes for manufacturing personnel of all levels. Worked in Truck Sub Assembly, Body Shop Sub Assembly, Truck Paint, & Plastics. Participated in 5S activity. Performed time studies of car assembly, plastic department, and final inspection of GM Vibe. Improved, efficiency by eliminating “muda” (non-value adding) of motion.

Designed components for automated bottle filling machine using Solid works. Validated and implemented a label printer on the automated filling line.Responsible for developing preventive maintenance procedures for a variety of manufacturing equipment