Recognized for transformational leadership, turning the GF supply chain and the Operations function into a strategic advantage by establishing strategic supplier alliances, securing multi-million dollars for new product investments. Achieved double-digit cost reductions through advanced negotiations and approaches. Significantly enhanced efficiencies while expanding the product portfolio and maturing capabilities. Ensured supply chain stability during COVID-19 and developed a competitive edge for high volume electronics. Passionate about mentoring others to achieve success.

Enhanced strategic sourcing and transformed collaboration with R&D, on-shored system manufacturing from China to Mexico.

Established a strategic sourcing function, increasing supply savings by 50% in six months.

$2.5B+ Global leader for Patient Monitors, Defibrillators & Hospital Ventilators with 10 sites globally. Medical device classes II, III and PMA.Spearheaded FDA Consent Decree Remediation for supplier controls across Class I, II, and III medical devices, overseeing a 300,000-hour initiative. Established a skilled team of 75 and secured $20M to address regulatory gaps, enhancing quality and cost efficiency. Developed industry-standard business processes, some of which were adopted by Philips Corporate. Implemented Lean principles such as Daily Management, Value Stream Mapping, and Standard Work to optimize operations.

Transformed a 55-member procurement organization and global supply base, increasing annual savings by 50% through advanced strategies like Game Theory. Initiated a strategy to de-risk the supply base for electronics and batteries, leading to over multi-million dollar in investments aimed at reducing costs and enhancing quality.

$1.5B+ Class II Medical Device business with sites in USA (3), Canada, China (2) and India.Pioneered a unique Procurement Engineering function at Philips, doubling annual savings to approximately 7.5% through strategic changes and fostering a cost-focused culture. Implemented Early Supplier Involvement for timely launches of four new product platforms and adopted an ODM business model for accessories and compact products, cutting costs by over 50% and improving quality. Introduced Advanced Product Quality Planning (APQP), now a Philips standard, enhancing part quality to automotive levels and ensuring timely product launches. Enhanced the Corporate Design for eXcellence (DfX) toolbox and expanded its deployment in Healthcare. Played a key role in corporate M&A activities, contributing to significant acquisitions valued at over $1 billion.

High tech start-up that brings MEMS based laser Pico-projectors / technology to market (> $400M investment). Streamlined the supply base and strategic partnerships to reduce costs and support exponential business growth. Established strategic alliances for MEMS technology and custom integrated circuits tailored for compact architecture.

Global leader of high growth premium toothbrushes and Active Pharmaceutical Ingredients (APIs), doubled sales in 5 years to $450M in ’08. Acquired by Philips in 2000.Built a high-performing purchasing team and strengthened collaboration with R&D and Operations, achieving highest divisional procurement savings. Transformed the supply base by shifting from 100% US to 70% Asian suppliers, enhancing overall supplier performance. Outsourced non-strategic R&D and Operations activities to optimize efficiency.

Internal startup, created $250M business for first wireless products (802.11&BT) from scratch. Design-ins with IBM, Dell, Compaq, HP, B&O & Nokia. Established a comprehensive Operations organization from the ground up, including infrastructure, processes, supply chain, and a global customer service and repair center. Successfully industrialized over 10 new products and relocated production from the US and Taiwan to Malaysia and China. Developed an outsourced, build-to-order supply chain with a lead time of 2-4 weeks.

$400+ million business, supplied all Tivo, DirectTV, WebTV and AOL-TV Set Top Boxes for the North American market. Managed the industrialization and contract manufacturing of various set top boxes while also overseeing a third-party call center for the first TIVO products, and coordinated service and repair activities for the North American market.

Post merger integration member of the Regina vacuum cleaner acquisition

International job-rotation program