Catalent is a global provider of delivery technologies, development, drug manufacturing, biologics, gene therapies and consumer health products with FY24 revenue of $4.38B.Hired to drive operational excellence and scale manufacturing capacity to deliver business growth projections. Responsible and accountable for leading Catalent’s Manassas, VA Center of Excellence for Soft Chew and Lozenge manufacturing with P&L responsibility for >$50M annual revenue. Developed transformational framework to strengthen leadership, build strong business processes, create a safety-first culture, inculcate a quality mindset and accelerate growth.

West Pharma is a global leader in the design and production of technologically advanced, high-quality, integrated containment and delivery systems for injectable medicines. West Pharma’s full-year 2022 net sales were $2.887 billion. Hired to drive Contract Manufacturing margin expansion and scale both CM and Medical Device manufacturing capacity. Led the West Contract Manufacturing Operations and the proprietary manufacturing of wearable, subcutaneous drug delivery systems and insert needle syringe systems. The plant network consisted of a total of seven sites across the US, Puerto Rico, and Dublin, Ireland, with an annual revenue of $600M and over 2,500 team members. Developed, planned, and executed strategic imperatives to deliver annual business objectives.

Medtronic Eatontown is a global leader in the processing of allograft tissue used for surgical procedures in spinal, orthopedic, sports medicine, and dental applications. Medtronic Eatontown bone grafts have industry-leading osteoinductivity resulting in fusion success. Promoted to drive successful integration of recent acquisition and inculcate the Medtronic operating philosophy, systems, and culture. Accountable to lead all aspects of operations at the Medtronic Eatontown Human Tissue Processing plant. This role involved developing, planning, and executing the site's strategic goals which are aligned with the Restorative Therapies Group (RTG) strategic imperatives. Responsible for leading the tactical execution in all areas of the site including meeting all quality and compliance requirements, driving EHS compliance and results, ensuring customer satisfaction through product supply, establishing and executing annual budgets, and driving continual improvements through the proactive deployment of RTG’s Operational Excellence methodologies and framework. This position is also a member of the American Association of Tissue Banks’ (AATB) Tissue Policy Group.

Medtronic Tempe Campus designs, develops, manufactures, and tests microelectronic solutions used in Medtronic implantable devices, such as cardiac pacemakers and defibrillators, spinal cord stimulators for pain management, and deep brain stimulators that address movement disorders. Accountable to lead the Tempe Campus Manufacturing Operations in the manufacturing of Medtronic’s implantable pacemakers, defibrillators, and neuromodulators. Responsibilities included leading the Electronic Hybrid Assembly and Test, Wafer Probe, and Die Prep production operations across four shifts (24/7), manufacturing engineering, new product introduction, Lean Sigma, manufacturing program management, equipment maintenance engineering, automation engineering, logistics, and planning teams. • Provided manufacturing leadership to drive performance excellence culture and achieve first-pass quality.• Improved direct labor productivity by over 110%, achieved a 40% product cost reduction, increased capital asset utilization by over 90%, and achieved improvement in inventory turns of over 50%.• Achieved No Rework cultural transformation eliminating rework across all products.• Implemented a 12-hour production shift structure to improve operational efficiency and achieve $1.2M in annual savings.• Executed Product Portfolio Rationalization Strategy eliminating low-volume products and streamlining business to achieve a $10 to $15M annual savings.• Established physical and organizational value stream alignment across key product families and created the Tempe Value Stream Operating System.• Integrated standardized problem-solving tools (ProST) across the entire production team and established a ProST certification process for production associates.• Created a quarterly Manufacturing Continuous Improvement Forum to allow production associates to share their key project results and discoveries with other team members.

Leader of more than 500 employees in the electronic hybrid manufacturing operation for implantable pacemakers, defibrillators, and neurostimulators. Responsibilities included leading production operations across five shifts (24/7), process engineering, process development engineering, Lean Sigma, and equipment engineering teams. • Provided operational and engineering leadership to drive continuous improvement culture leveraging Lean Sigma Methodologies. • Improved operational productivity and plant capacity to support annual business growth of 10 to 20%.• Fostered Lean Sigma culture to reduce product lead time by over 65% and continuously improve product yields resulting in $9M scrap avoidance.• Completed a $9M hybrid electronic manufacturing expansion to create a lean low-power manufacturing line and establish business continuity for electronic assembly and test operations. Achieved a 60% reduction in part travel distance and a 65% reduction in direct labor. • Created a highly responsive and flexible manufacturing organization capable of rapidly supporting changes in the business environment.• Aligned the manufacturing organization with new product development ensuring new processes were successfully introduced according to the project plan.• Developed organizational values to align a diverse workforce and established a recognition program rewarding behaviors consistent with these values.

Leader of 90 people in engineering and operations for metalized substrate manufacturing. Specific responsibilities included managing production operations, planning, process engineering, maintenance, and equipment engineering. Set departmental vision as assembly technology shifted toward printed circuit boards, managed reduction in personnel while maintaining positive department morale, and ensured area critical success factors continued to be achieved during the transitional period.

Led process engineering group in achieving a two percent yield improvement per year, as area yield exceeded 92%. Developed yield incentive program which focused on weekly yields and created a sense of urgency to address yield issues in a timely manner. Developed capability to regularly deliver new product prototypes with less than one week cycle times. Consistently shifted the responsibilities within engineering group as people transitioned from the area. The changes ensured adequate production coverage was always maintained while also increasing the breadth of knowledge of the process engineering team.