Senior leader in Medical & Surgical Devices sector with annual revenues in excess of $3bn. Senior management ownership for introducing New Product Development medical devices for a leading OEM globally across 15 manufacturing facilities. Results: • Reduced Product development lead times by >40% resulting in quicker to market launches.• Developed a strategic plan focused on defining a structured disciplined process application.• Refreshed the sectors technology initiatives to focus on Minimally Invasive Devices, Additive Manufacturing, Robotic Assisted Surgery and Orthopedics.

I lead operations for key accounts which are leading the way in not only cutting-edge consumer markets but ground breaking innovations in first-time-to-market products. This entails regular customer interaction on an operations, supply chain and commercial level, continually pushing the envelope in technical and supply chain disciplines to drive innovative solutions.

I joined Jabil in this new position managing key strategic, high tech, high visibility accounts, responsible for managing and developing customer relationships and product lines in the early stages of ready-to-market. I drove post concept development, NPI and manufacturing readiness to transfer to suitable high volume manufacturing. I also managed and delivered on KPI transition programs to full sustaining mode in various geographies.

Reporting to the SVP global manufacturing and supply chain, I was responsible for all operations and supply chain across eight manufacturing facilities in the America’s region. This entailed overseeing network load balancing, relationships with internal and external business units, planning, NPI, supply chain, VMI implementation, manufacturing execution, commercial pricing and business alignment, operational excellence and engineering initiative management, and customer interface.

In this relatively short period I oversaw ongoing operations in eight manufacturing facilities in the America’s region, and led the development of two new manufacturing facilities in South America.

I was recruited to turn around a severely underperforming partner account and to run operations, quality, engineering and commercial activities. I led change management within RIM HQ to support required global outsourcing strategies and initiatives, and well as managed the increased demand and development of outsourcing sites in multiple plants. I also established the business model to enhance manufacturing globally.The account ultimately grew from less than $500K to more than $1B, and was recognized as top performing partner in the RIM network, for which I received the “Award of Excellence” in 2009 and the opportunity to manage the account globally.

I relocated from the U.S. back to my home country of Scotland. Reporting to the President /CEO & Chairman, co-owners of this private company, I was given the mandate to develop and run a new Asian operations network in addition to an existing and recently restructured USA/European consolidated manufacturing network. My primary focus was management and implementation of manufacturing and quality in mainland China through the network of recently structured contract manufacturers (CMs). I also oversaw business development and commercial management through a significant network of distributors.

Relocating to the U.S. from Scotland, I was assigned to oversee manufacturing, quality, engineering, customer support and material supply chain globally. This included the management of various outsourcing partners, with the mandate to develop, manage & implement major cost reduction programs through restructuring and reorganizing the company. I was accountable for maintaining P&L results, development of a new facility, selective manufacturing outsourcing, process enhancement, quality, material standardization and supplier contracts, all the while driving cost reductions and an insource/outsource strategy.

In this role I ran all manufacturing, engineering, customer support and training in multi locations in Eastern Europe, Mexico, North and South America, China and Asia. Included was process applications, best practices, cost reduction and efficiency improvement across multiple worldwide sites. I developed two new manufacturing nodes in China, Shenzhen and Kunshan, one acquisition, and one Greenfield. I also managed worldwide capital equipment manufacturing strategies, incorporating new equipment evaluation, justification and purchase, as well as asset management and utilization. I also actively collaborated with the sales department in meeting with customers, demonstrating and presenting on company technical capabilities.

I was responsible for the strategic development of manufacturing, engineering, test & quality teams across 20 facilities. This included managing product and manufacturing practices to low cost geography in an Eastern European Greenfield startup operations and other expansion areas. I also developed and managed NPI and product transfer strategies, while holding operational responsibilities for acquisitions as well as facility consolidations.

As the first European team member elected to the company’s corporate technology council, I managed lean manufacturing processes, and quality and equipment evaluation programs across multiple facilities.