Responsible for process improvement, project management and distribution in the Supply Chain for all acute care hospitals and all clinics/freestanding emergency departments/surgical centers.Managing Incident Command for Supply Chain across all facilities for COVID19. Manage and motivate the national SC team through product, sourcing, contracting, quality reviews and procurement. Identifying PPE issues, alternative sourcing, product allocation and critical product or service issues. Responsible for Managing product distribution for $1.2B of medical/surgical/pharmaceutical productsManage the strategy execution with a program management office (PMO) for supply chain and select IT projects using Lean, PMI and Hoshin tools. All major projects in Supply Chain run through this programLead the process improvement deployment for supply chain across all divisions utilizing belt programs through a combination of online, workshop and mentoringGovernance of inventory management, counting, policy and annual adjustmentsResponsible for performance reporting, development of key performance indicators and output key results for Supply Chain across all divisions.Lead inventory management program including inventory, lean management, inventory systems and improvement effortsManage customer relationships and measurement systemsDelivery real cost reductions in the millions in the first year at UHSPlan and execute operational auditsAttract, manage and develop team members.Driving cost savings in the millions, certified corporate supply chain personnel as process improvement agents, complete end to end process maps, metrics portal and improvement efforts all across the supply chain from end to endBuild and Manage PPE Warehouse - Started from idea, completed site selection, setup, staff and source product, Complete stages Acquire Site, Building Readiness, Shipping Readiness and Receiving Readiness. Over $5M in product acquired during COVID19 global pandemic.

Managing a team of professionals to achieve goals that include:- Developing people – both in the group and across the company- Executing on Strategy – lead projects and organize execution- Changing Culture – to one of customer focus and continuous improvementWe achieve these goals by:Establishing and leading the process excellence group and deployment for the entire enterpriseWorking with and motivating senior leaders to shift the culture to embrace continuous improvementLeading the drive to understand the Customer Journey to impact service and customer advocacyEstablishing documentation standards and validation of financial benefits.Managing employee engagement from executive office to field/plant operations.Establishing and leading Enterprise Program Management Office (ePMO) that delivers on strategy for Customer Experience, Operations, Technology, People, Growth and Safety.Developing and managing a Lean Network throughout the company to establish PEX in daily workDevelop business process model in ARIS for process optimizationWork on delivering change management based on Prosci and Conners methodsDelivering various Belt programs to the entire employee baseManaging a team of Process Improvement Leaders that include black belts and master black belts.Driving and exceeding all financial targets in every year of deployment (in the tens of millions annually)Managing the business analytics for our data warehouse and leading data & reporting controlsDelivering over 4 times budget in real benefits every year as attested to by our finance groupMember of the Top 100 managers in the 7,000 person workforceReporting to and engaging with Executive Team and Board of Directors.Working in all areas of the company with significant projects in Supply Chain, HR People, Service, Call Center, Finance, Acquisitions, Technology, Production, Water Treatment and Distribution.

I moved through multiple positions during my time here, advancing in level and degree of responsibility. I started as a manager doing black belt work and developing green belt training. I advanced to Master Black Belt certification, developed black belt training and ran projects for the US Pharma operations.Some responsibilities and accomplishments include:Develop and manage portfolio of efforts across the US field sales operations working with SVP• Led projects, mentor and manage black belts in their execution of Sigma projects• Designed, wrote and deployed Yellow Belt Training across the division• Winner of Top 5 Projects in US Market for 2010 & 2011• Manage the training group and all supporting functions in deploying the Global Sigma training program• Select and manage vendors for training and Sigma deployment including all international countries.• Manage work assignments, work load, and special projects for staff of 12 professionals.• Train belts at all levels of the company, mentor, and work with functional leads to instill Sigma at Merck.• I have trained or mentored over 3,000 people here at Merck in all divisions

I worked for 14 years in this laboratory division. Glaxo sold this business to Quest Diagnostics in 1997. I began in the finance area in a variety of progressing roles until being nominated for the black belt program in lean six sigma. In the black belt program I flourished in leading projects that made money and benefited the customer. My last project redesigned their corporate health go to market model. I became product manager for Corporate Health as a result of that project.