Advises senior leaders on company wide transformation efforts. Responsible for design and implementation of Operating Model between Amgen and China Development and Commercial partner.Key leader of Procure to Pay global transformation initiative.Held key leadership roles on high priority corporate wide global initiatives. Example initiatives include Board of Directors Compensation, End-to-End Global Labeling, Global Marketing Transformation and Zero Based Budgeting… Show more Advises senior leaders on company wide transformation efforts. Responsible for design and implementation of Operating Model between Amgen and China Development and Commercial partner.Key leader of Procure to Pay global transformation initiative.Held key leadership roles on high priority corporate wide global initiatives. Example initiatives include Board of Directors Compensation, End-to-End Global Labeling, Global Marketing Transformation and Zero Based Budgeting (ZBB).Created and responsible for the execution of Transformation Capability Development program. Managed group of internal consultants responsible for advising Executives on transformation initiatives. Show less

Developed and deployed Operational Excellence program for Global Operations organization (~5,000 staff). Leader of Operational Excellence Global Network. Created global Industrial Engineering organization that concurrently supported initiatives in up to eight countries. Example initiatives included improving the company acquisition process, the product commercialization process, the Material Approval and Compliance process and QC laboratory cycle times and utilization.

Member of Colorado Site Leadership Team. Site had a $250M annual operating budget and ~1,500 staff. Site was responsible for process development for pipeline products, commercial manufacturing and clinical manufacturing.Managed department of over 90 staff responsible for executing improvement initiatives.Developed site’s Industrial Engineering capability responsible for work standards, capacity models, strategic planning and manufacturing scenario analysis.

Managed department of over 40 staff responsible for execution of capital and expense project portfolios at multiple campuses in Colorado. Facilities included multi-product and multi-host manufacturing plants. Department managed ~$50M of cash flow annually. Leader of Global Engineering Leadership Team that developed global project process and engineering standards and specifications.

Managed group of staff responsible for executing capital and expense project portfolio at the Longmont campus. Significantly reduced COGM by reducing cycle time variance and product loss associated with roller bottle manufacturing process.

Lead Process Engineer for grass roots $160 million sucrose plant in Moses Lake, WA