Sequel Med Tech is an early-stage company developing the next generation of precision drug delivery devices.Responsible for the end to end supply chain; from planning to delivery to the end userSelected the ERP system; external providers for Kitting and 3PL; and rolled out Integrated Business Planning (IBP). Employee #1 in Supply Chain and OperationsFunctional leadership team in place by Q1 2024 along with a defined Management Operating System (MoS)

Responsible for 4 Tier 1 distribution centers in the US, Germany and Singapore and also the oversight of 26 Tier 2 distribution centers globally. Global freight budget of $160 million across all modes of transportationCreated a future ready singular Global Distribution organization, with a clear governance structure, vision and mission, strategy roadmap, Management Operating Systems, scorecards, reporting measures, and dashboardsChampioned the development of the Pinnacle roadmap to challenge for The Shingo Prize as an organization in 2024Developed the Affiliate Distribution Excellence Program (ADEP) to focus on freight & distribution at the affiliate level to drive cost savings, quality and compliance while increasing our net promoter score to 7 on a scale of 10Implemented a Distribution Margin Improvement (DMI) program that delivered $28 Million of savings from 2020-2023 and helped improve the % to net sales for freight and distribution to 2.4% vs industry average of 3.2%Strategic Operations vertical was created that resulted in warehousing strategies to save $16MM over 10 yearsImproved the Distribution Center Intervention (DCI) metric from 1.0 to 0.65; key indicator of end customer serviceUsed an iterative e-bid auction model and process that reduced baseline Air and Ocean spend by $36 millionLed the Covid response and supported the launch of multiple test kits; won the Divisional Vice Presidents Award.

• Leader of the multi-site multi-function in-country Supply Chain and Operations Organization:- Manufacturing Plant (1), Procurement, Program Management Office, Supplier and Commercial Quality, Technical Operations, Planning, Labeling, Third Party Operations (3), Business Excellence, Packaging, Distribution and Warehouses (3) • The organization won the Shingo Prize. Manufacturing Plant moved from last in 2015 to winning multiple Premier Plant awards. Received the Chairman’s Award, Abbott’s highest award, in 2019 for leadership in this role • Over delivered by $6 MM on cost improvement programs from 2016-2019• Created a Program Management group that drove 95% milestone adherence vs 52% in 2015 at startup• 3 national awards; Environmental Sustainability, Packaging, and Compliance• Implemented system-based planning with S&OP to reduce days on hand (DOH) inventory from 90 to 38 in 3 years• Established the Procurement function that drove local sourcing to 92% by 2019 vs 5% in 2015• Set up a business excellence team to drive a culture of continuous improvement including Management Reviews• Technical Operations teams work on dairy development recognized nationally and in Fortune Magazine• No critical findings on any audits. Reduced attrition through employee engagement from 20% to 8% in 3 years• Initiated the Operations Professional Development Program (OPDP) rotation program to attract key graduate talent• Selected for the Operations Leadership Program (OLP) in 2017 which is Abbott’s premier program for key talent that is identified to progress to the Vice President level within Supply Chain and Operations.

• Developed and implemented key processes, planning methods, system implementation, training programs and scorecards for the materials management function at the greenfield manufacturing plant• Led the migration to a third party (DHL) for national distribution and secondary packaging operation• Established replenishment planning and inventory parameters to reduce days on hand (DOH) inventory for raw materials from 112 to 65 without impacting service; no customer issues even after an extended plant shut down• Implemented the shuttle racking system along with Warehouse Management Systems at the plant• Established the Integrated Business Planning approach built on Class A for S&OP and new product launches• Improved the 5S standards for the Materials team to be the best within the plant at 78%• Talent Assessment and Resource Planning for the 5-year planning horizon

• Global Lead on the Affiliate Inventory & Replenishment Planning program that focused on optimizing the inventory management and supply planning for 20 affiliates accounting for $2.5 bn in annual sales with a 15% average CAGR• Led the implementation of best in class practices for inventory management and planning at these affiliates with a focus on customer service and lower total inventory that reduced 2014 Finished Goods Plan inventory by $13 MM• Created a dashboard with KPI’s to monitor the expected reduction in backorders (by 48%), reduction in orders placed at the source DC (by 30%) and reduction in planning activity time (by 25%)• Implemented a global supply planning tool called add*ONE to standardize supply planning and replenishment• Responsible for the reagent planning for US/Latin America which represented $760 million in annual inventory and 800 products.

• Led the commercial launch of the new bio-resorbable scaffold that met all strategic objectives while lowering total unit costs. Negotiated with third party providers to create a global customized coldchain solution for distribution and led the development of temperature-controlled packaging. Won the Directors Choice award at the 2012 Tech Expo• Reduced 4 days of cycle time by streamlining the post sterilization distribution process for all product families that reduced finished goods inventory by $15 MM over 5 years. Won the Division Gold award for the project• Implemented a customized web enabled supply planning tool to optimize the planning process across 7 plants• Developed an addendum label process to greatly reduce the risk of compliance errors while saving $2 million • Completed a phase zero assessment for SAP Advanced Planner & Optimizer (APO) for implementation in 2014• Led the development of a solution to ship product in less than pack size validated packaging• Completed a time bound end to end supply chain risk assessment that also outlined mitigation strategies• Created a supply chain strategic roadmap that focused on developing a world class supply chain and meeting commercial requirements over the long-range plan.

• Primarily responsible for India, Russia, China and Japan from a commercial and market entry perspective• Worked to create and implement the market entry and expansion 5-year plans in conjunction with internal and external stakeholders• Led the product development and design to value programs to create customized product offerings for these strategic markets for both the adult and pediatric segments • Commercial lead on the establishment of demand creation strategies, sales force excellence and channel specific retail strategies • Led the creation of a mid tier infant product for Vietnam and Central America to enhance market leadership that included distribution and retail strategies, and the development of packaging for Taiwan that reduced customer complaints by 80%.

• Led the Business Unit to profitability within 3 months of taking over. This assignment and performance was used as a case study for the Abbott Global Leadership Program in 2008 for current and potential General Managers• Led the demand and supply planning functions, moved the business unit to an S&OP platform that reduced safety stock by 60%. Developed scorecards and performance metrics for the national distributor that increased fill rates to 93% and on time delivery to 97%• Developed and implemented channel centric strategies for sales, marketing and operations based on a value chain approach to drive profitable sales growth that helped regain category captainship with the top 5 national retailers.

• Created and managed an Integrated Business Management (Class A) Process for the customers in each channel and improved forecast accuracy by close to 50%, and drove reduction in system wide inventory of 15%• Led the planning and business development initiative to move over 200 specialty accounts in 2008 to a national distributor to realize $2 million annually in supply chain savings and to generate $40 million in incremental sales• Led cross functional teams to manage the CVS-Albertsons-SuperValu deal, and the Rite Aid-Brooks Eckerd merger• Used a hub and spoke distribution design to improve on time delivery to Walgreens, Nash Finch, Supervalu• Instituted Backhaul, CPFR and Vendor Managed Inventory for Kroger, Nash Finch and Roundy’s respectively

• Harmonized the order to delivery cycle to improve fill rates and on time delivery and reduce number of shipments. These significant improvements helped Gillette earn the ‘Vendor of the Year’ award for 2004 from Target.• Customer logistics lead for 3 new product launches and 12 sales promotions for Walmart, Target and Kmart• Involved in the AutoID/RFID initiative with Target and Walmart that was implemented in November 2004• Created an online portal called CUTTING EDGE to be a scalable forum for data exchange and information sharing • Worked with Kmart to reverse same store sales decline through the creation of in-store programs and promotions• Created two analytical tools and changed the logic in SAP to monitor, analyze and improve Promotional Execution• Created weekly and monthly scorecards to monitor customer service metrics and to analyze trends and root causes

• Supply planning lead for finished goods, raw materials and components, including plant scheduling and deployment• Used SAP R3 to lead replenishment planning with 5 plants, 3 contract packers and 11 national distribution centers while maintaining customer service levels of above 98% with a 20% reduction in inventory.• Coordinated 7 new product introductions and 27 sales promotions for Sam’s, Costco and BJ’s, by leading cross functional teams consisting of sales, R&D, packaging, finance, customer service and logistics • Involved in redesigning the packaging on a current cereal product resulting in annual savings of $7 million and a significant competitive and first mover advantage • Implemented distribution planning initiatives to reduce freight and repositioning costs by $500,000 in 2003.

• Designed the entire Asia Pac distribution network for Harley-Davidson by completing a supply chain optimization study using a self-created facility location software model. Proposal was implemented Jan 2001• Participated in a NAFTA compliance project, which included interacting with over 2,200 North American vendors to ensure timely and correct customs certification of all products used by Harley-Davidson

• Founded the Marine Container manufacturing unit, which at the end of two years was number 4 in India, employed 38 people and the market leader in the container rental business • Prepared a business plan, operating and competitive strategies for this division and used innovative custom manufacturing and leasing concepts to gain market share. Led the demand and supply planning functions• Procurement lead for the Oilfield Supply division which globally sourced and supplied over 2,400 products to the oil industry. Developed and implemented a strategic sourcing and vendor management program focused on innovation and quality, supplier rationalization and purchase price reduction that increased division margin by 10% over 2 years