In this new role, I will serve as the single accountable leader for the combined Customer Service Diagnostics North America organization, which includes the U.S. field service and Technical Applications organization, Project Management, Customer Education, and Key Strategic Account management for North America.

Vice President Americas Field Service and Support (August-2020): I was promoted to this new role to build cost-effective capacity and position the business for significant growth. The Americas Field Service and Support Operation is a $400M, 520 employees (Field Service Engineers (BSH and Diagnostics); Consolidated Technical Support organization), supporting an install base of 100K- Mammography, Molecular Diagnostics; Cytology and Surgical product lines.

Recruited to a new role, leading Hologic Diagnostic Solution Service Organization. I was appointed to this role to build cost-effective capacity; position the business for significant growth, while delivering a “World Class” Customer Experience, across North and South America

I was promoted to this new role to build cost effective capacity, and position the business for significant growth. The US Field Service Operation is a $240M, 820 employees (Field Applications Specialist and Field Service Engineers and US Coordination Center), supporting an install base of 100K- Chemistry, Immuno-Assay, Cellular, Clinical Automation and Info-Matics product lines

Recruited to new role, leading Beckman’s US Implementations Service Operations team. I was appointed to this role to build cost effective capacity, improve our instrument On Time Delivery and position the business for significant growth. The operation is responsible for delivering $80M in top line revenue, 170 employees (Applications and Product Specialists) dispatched the US. Additional responsibilities included developing and implementing service standards in accordance with Beckman’s Regulatory, Quality and Operational requirements for managing Customer Training and ensuring Field Application compliance.Key Accomplishments to date:• Improved Instrument On Time Delivery from 54% to 85%. • Increased productivity 30% YOY, Installed 320 ($40M) more instruments vs. prior yr.• Delivered an incremental $40M of top line Revenue in 2012, while reducing OPEX by $4.3M over same period. • Leveraged DBS as a standard Operating Mechanism for driving continuous improvement and accountability.

Promoted to new role, leadingBaxter's Technical Service Operations. I was appointed to this role to build costeffective capacity, and position the business for significant growth, primarily in Asiaand Latin AmericaKey Accomplishments:*Delivered $5.1M of Top Line Growth* Established Standard process for Class I recall execution. Specifically we were able toleverage this process in executing the on-time completion Beckman's FDA mandate ISE FieldCorrective Actions*Established a Business Excellence Leadership System model, a standard OperatingMechanism for driving continuous improvement and accountability.*Streamlined our Global Escalation process resulting in a $3.0M reduction in OPEX overprior year.

Recruited to new role, leading Baxter’s US Service operations: (6-Regional service and remanufacturing facilities, Supply Chain, Warehousing & Distribution), a $24.5M, 234 employee multi-plant organization, supporting an install base of 350K Infusion Pumps for Baxter’s Medication Delivery Business unit. Additional responsibility also included developing worldwide long term strategic direction for Baxter Global Service Business.Accomplishments:  Led a product and facilities rationalization effort that resulted in reducing Baxter’s service facilities footprint by greater than 50%. Streamlining the entire delivery/supply chain value stream, resulting in OPEX reduction of $5.3M and a 55% improvement in customer service level: Lead-times reduced from an average of 8.0 days to < 3.0 business days, DOA rates improved from 3.3% to an average of <1.1%, and Line Item Fill Rates improved to grater than 98.5%. Drove operations to deliver $3.06 million of productivity in 2004 and a record level $5.12 million variable productivity in 2005 Improved Quality systems: Achieved ISO 9000/13485 certification for all facilities. Established paperless complaint handling and tracking process resulting in 40% improvement in complaint resolution and closure time. Successfully managed 4 FDA 482 inspections with no observations.  Led the acquisitions and integration efforts of Baxter’s outsourced IV Therapy Service Business. Achieved all financial and operating assumptions; reduced OPEX by $1.2M, improved service levels by 30.2% and reduced inventory levels by 48.6%.

Appointed as the key business leader responsible for turning around Dade’s underperforming 3rd Party Manufacturing Business (acquired by Baxter 2001). Managed six medical equipment service/re-manufacturing and distribution facilities/operations with a total operating cost of $30 million. Led efforts to turn around service operations that had in the past struggled to deliver, Cost Quality, and had strained customer relations. This was accomplished via streamlining business process and standardizing procedures utilizing Lean concepts, restoring profitability and producing higher than anticipated revenue gains. Top accomplishments were:  Drove operations to deliver $1.06 million of productivity in 2000 and a record level $1.12 million variable productivity in 2001. Managed efforts to drive customer service fill rates from a 56% level to a 96% level. This was accomplished through streamlining production scheduling and implementation of kanbans. Delivered a 66% and 75% reductions in both OSHA Recordables and Days Away Cases Respectively in 2000. Followed that with achieving zero lost time accidents at all 6 facilities in 2000 and 31% OSHA recordable reduction in 2001.

Developed and implemented Operating Plans and Strategies in support Dade’s Medical Diagnostic strategic business unit. Specifically managed Dade’s US repair and refurbishment activities, area quality initiatives and process Improvements. Additional responsibilities include developing and implementing the Dade’s Service strategy for supporting new product introduction (Dimension XL Chemistry Analyzer, and the Stratus Cardiac Analyzer). Additionally, served as Project Manager for Dade’s Integrated Service Division (ISD), Year 2000 Project Activities

Managed the design, development and implementation of Automated Test Equipment (ATE), for a large array of complex printed circuit boards and electro-mechanical assemblies in support of Dupont’s Manufacturing and Service processes. Additional responsibilities included developing technical documentation, training programs, and test equipment for servicing products and customers. Evaluated new product designs and recommend changes to ensure serviceability, reliability and maintainability were built-in to equipment. Analyzed data on equipment performance and initiated appropriate actions to meet product lines financial, regulatory and customer required goals.

Responsible for the design and development of the VideotapeRecorder Interface and Graphics Engine Printed Circuit Boards used in the F-14 PTIDelectronic cockpit display unit for military defense aircraft.

Responsible for the design, development and integrationactivities associated with the MK6 Telemetry Monitoring and Recording System for theTrident II Submarine MK6 Missile program. Managed complete turnkey operations, includingthe assembly, validation and integration testing activities of approximately 10 betaproduction units valued at $200,000 per unit