• Lead and develop logistics operations strategies improving operating income, operational capabilities, service delivery, quality, warehouse and trade lane optimization, and customer experience.• Strengthen alignment among franchises, country teams, and global functions by establishing trust across the organization.• Doubled warehouse capacity of US Tier 1 Central Distribution Centers (CDCs), totaling over 1.2 million square feet of distribution operations in the Indianapolis area. - New location start-up including building design, warehouse management system (WMS), warehouse layout, inventory optimization, and new 3PL set up and training. - Lead full integration with multiple ERPs and multiple phases of divisional product moves into the facility as well as the exit of several geographically dispersed facilities. • Optimize the distinct warehouse work profiles, achieving and sustaining on-time shipping service levels over 99.9%, preparing Stryker for future revenue growth from $20B to $30B.• Supply Chain integration lead for all M&A activity as well as consolidation of current distribution landscape to optimize regional footprints and customer access points. • Deliver data driven decisions, collaborating on and prioritizing initiatives across regions, leading impact analysis for collision projects and new product offerings.• Drive process improvements by harmonizing and standardizing processes and cross-functional collaboration across Stryker’s matrix and diverse business structure.

• Led operations for US Tier 1 Distribution site, an $80+ million operational cost center, servicing >70% of Stryker global revenue.• Relationship manager and full oversight responsibility for 3PL partner ensuring service, quality and cost performance meets the needs of Stryker and Stryker’s customers and are aligned with expectations per applicable contracts.• Scaled distribution operations from 300,000 square feet of distribution space to 600,00 square feet. - Enabled a 5-year period of growth in supply and global distribution activity. - Drove excess cost out US central logistics by exiting offsite storage arrangements, avoiding over $1M per year. - Enabled enterprise revenue growth from roughly $8.5 Billion to over $20 Billion. - Hired and trained a team of 2 Operations Managers, 4 Logistics analysts and 4 quality engineers in preparation of opening a second Tier 1 Central Distribution Center in the Indianapolis area.• Warehouse automation: Deployed a fleet of 180 Autonomous Mobile Robots in a Tier 1 Global Distribution Center - Doubled labor productivity, allowing distribution center processing volumes to grow while decreasing cost per unit.• I developed and launched the US CDC value-added service activities providing agility to our global supply chain. - This effort enabled a $60+ million-dollar revenue stream for the Neurovascular commercial division.• Provided leadership and direction to the US CDC and its stakeholders for more than a dozen integration and transformational projects, M&A, and ERP migrations.

• Responsible for quality management and quality systems oversight of 3PL service provider, ensuring process quality attributes are compliant with Quality Management System (QMS) and regulatory requirements, and Stryker strategic initiatives. • Launched Stryker’s first and largest Tier 1 US Shared Service Distribution Center, serving all major commercial franchises.• 2013 Global Quality & Operations Award Winner – US CDC Core Team Award for Innovation• Authored a Quality Management System (QMS) from the ground up and tested it to the rigors of both ISO 13485 and FDA’s Quality System Regulation (QSR). The activities it supports allow Stryker to lower its logistics cost per unit and deliver more innovative solutions to customers and internal stakeholders.

• Operations leader for a Stryker Orthopedics Division Field Sales Branch. • Budget responsibility for the operations aspects of a $52 million P&L. • Responsible for driving continuous improvement in final-mile logistics and surgical customer support. • Optimized freight costs by insourcing to a small managed fleet of delivery vehicles to support the regional market.• Selected, relocated and scaled up the Indiana Branch offices and distribution operation, creating 100% more office and operating space at no additional cost, and without impact to service levels.

• Responsible for a team driving new business development: growing energy capacity assets under management and driving profit margin growth.• Instituted a series of performance metrics for measuring individual and team productivity versus activity.

• Led sales and profit growth of a $30.4 million sales region; enjoyed full P&L and operational responsibility for the business unit. • Responsible for leadership and development of 11 sales professionals.

I achieved double-digit sales and profit growth in my sales territory in consecutive years. I produced 13% growth in sales and 14% growth in gross profit over the prior year performance in 2006. I was recognized as a high potential candidate, selected as a delegate to the President's Advisory Council, and ultimately promoted into sales leadership.

Served as a commissioned officer in the United States Army. Held multiple positions of increasing rank, authority and responsibility during a period spanning more than four years of active service, including a 14-month combat deployment as part of Operation IRAQI FREEDOM (OIF). Promoted twice to my highest rank held as Captain (O-3). Clearance level: Secret.