Director of Operations, Process Excellence & Quality Engineering at Mediosis LLC (2025-01 – Present)
Recruited to lead operations for software deployments within a $40B+ electronic health record market supporting millions of patients globally.
- Direct operational excellence and quality engineering initiatives across the patient healthcare platform, optimizing end-to-end workflows connecting patients, physicians, pharmacies, medication services and hospitals.
- Direct Lean Six Sigma and continuous improvement programs, utilizing process mapping, Value Stream Mapping (VSM), root-cause analysis, and data-driven methodologies to reduce process variation, errors, and operational inefficiencies. Manage the design and implementation of Poka-Yoke, error-proofing, standard work, and process controls to minimize human error, strengthen process reliability, and improve quality across healthcare operations.
- Direct engineering and design reviews for medication dispensing solutions, identifying process risks and opportunities to improve functionality, usability, reliability, and quality-by-design. Coordinate cross-functional teams and external suppliers to develop and evaluate prototypes, including camera-based machine vision technology for automated detection and verification of medication size, shape, and markings.
- Manage quality and operational performance through defined KPIs, standardized processes, corrective improvement initiatives, and continuous improvement programs that support scalability, efficiency, and patient-focused quality.
- Accelerated development of automated medication verification technology, coordinating directly with the camera manufacturer to resolve a 2+ year development and procurement bottleneck, successfully securing a prototype within three months, and advancing machine-vision capabilities for medication size and marking detection.
- Eliminated bottleneck by applying Lean Six Sigma (DFSS) structured problem-solving and cross-functional supplier management, accelerating camera prototype procurement from an extended development cycle to three months and enabling evaluation of automated medication size and marking detection.
Vice President of Operations at Matheson Tri-Gas (2017-01 – 2025-01)
Recruited into a $2B industrial-gases leader serving 10,000 customers across 54 sites and managing a $540M budget.
- Held full P&L responsibility for a $540M manufacturing and supply chain organization spanning 54 facilities and serving more than 10,000 customers, providing executive leadership for manufacturing, logistics, procurement, quality, EHS, HR, production planning, and capital investments while consistently achieving annual operating and EBITDA objectives.
- Served as executive sponsor for capital project execution, leading facility expansions, manufacturing equipment installations, customer infrastructure projects, and capacity expansion initiatives while delivering 100% of projects on schedule, within budget, without disrupting ongoing operations, and in compliance with regulatory requirements.
- Drove strategic planning and execution for maintenance, carbide processes, high-pressure packaged, specialty gases and liquid filling, aligning with corporate objectives and increasing export and import throughput by 80%.
- Oversaw supply chain supporting 10,000 customers across 54 facilities, including procurement, demand planning, master scheduling, logistics, and materials management, reducing stockouts by 30% and improving fill rates to 95%.
- Managed operational performance through executive KPI dashboards developed in partnership with IT and Marketing, tracking P&L, gross margin, OEE, inventory, customer service, safety, and on-time delivery, accelerating decision-making by 40%, increasing enterprise-wide operational visibility, and consistently exceeding annual financial and operational targets.
- Redesigned SIOP process by integrating Voice of the Customer (VOC), demand signals, daily fill rates, and Kanban, achieving 80% Kanban attainment and increasing asset availability by 37%.
- Expanded production capacity by increasing Overall Equipment Effectiveness (OEE) from 62% to 84% through debottlenecking critical production assets, enabling an 80% increase in manufacturing throughput without significant capital investment.
- Improved on-time delivery from 69% to 100% for ESG & 43% to 99.8% for IGG within five months while achieving Zero Plan Budget targets, increasing value-added activity by 51%, and maintaining zero recordable safety incidents.
- Redesigned transportation routes and logistics network, reducing transportation costs by 50% and generating $1.4M in annual savings.
- Championed Lean Six Sigma initiatives that increased value-added activity by 43%, recovered $300K in residual materials, and delivered $7M in operational savings through SIP-TRW continuous improvement projects.
Senior Global Demand Planning Manager at Halliburton (2013-01 – 2017-01)
Hired by a $25 B oilfield-services powerhouse to oversee demand planning and S&OP across East & West Hemispheres.
- Directed global demand planning: S&OP, load profiling, and capacity modeled across multi-site manufacturing; improved forecast accuracy by 15%.
- Oversaw procurement and logistics: implemented Lean principles to streamline warehouse operations management; reduced carrying costs by 20%.
- Led a cross-functional team: 26 planners, schedulers, and coordinators, boosted team productivity by 25%.
- Spearheaded compliance and Lean programs: establishing standardized materials-management processes that cut cycle times by 30%.
Corporate SIOP & Materials Manager at Ingersoll Rand (2012-01 – 2013-01)
Recruited by a $15 B industrial-manufacturing firm to lead enterprise SIOP and materials planning across multiple sites.
- Directed enterprise materials management, including raw material planning, MPS, procurement, and warehouse operations, reducing excess inventory by 20%.
- Implemented Lean materials strategies and engineer-to-order planning processes, improving on-time order fulfillment by 35%.
- Led cross-functional planning teams, aligning manufacturing, procurement, and operations with enterprise SIOP objectives and improving organizational alignment by 40%.
Managing Director of Materials at Steelcase (2006-01 – 2012-01)
Promoted within a $3 B office-furniture manufacturer to consolidate five plants into one modernized facility.
- Directed the consolidation of five manufacturing plants into one facility, completing the transition with zero operational disruption while maintaining 100% customer satisfaction.
- Established enterprise inventory policies and materials management strategies, reducing obsolete inventory by 60% and increasing inventory turns by 30%.
Director of Operations & CI (LSSBB) at AAR (2002-01 – 2006-01)
Hired by a $2B aviation industry to lead materials production, lean operations, and machine-shop engineering.
- Directed engineering and machine-shop operations, optimizing make-versus-buy decisions based on cost, quality, and capacity, reducing COGS by 15%.
- Led Sales, Inventory & Operations Planning (SIOP) across five U.S. and German facilities, improving delivery reliability by 50%.
- Directed ERP implementation and standardized operating procedures (SOPs), reducing planning errors by 80%.
- Developed strategic sourcing and supplier management initiatives to improve cost, quality, and supply continuity.
