Collaborate with c-suite and private equity executives to develop strategic cost cutting (EBITDA) and revenue generation roadmaps that achieve P&L and Post Merger Integration (PMI) objectives. Create executive communication plans to collect inputs from stakeholders, create buy-in, and ratify execution plans. Design performance management frameworks and ePMO teams that monitor execution and results.

Clients Include: Moderna, National Car Wash Solutions, Food Chain ID, US Foot and Ankle Specialists, Arctan Networks, Department13, etc.

o Designed and implemented a go-to-market plan for a CFR Part 11 compliant eCommerce solution for aftermarket regulated (GMP) raw materials.
o Consulted with regulated manufacturing in pharmaceuticals to optimize cost through better management of custom and compendial raw materials, excipients, and intermediates, e.g., forecasting, sourcing, receipt, storage, release, and waste, among others.
o Owned P&L results, implemented operating plans, and directed a team of 8 pharmaceutical business development partners.

Advised combat and installation commanders on strategic engineering and unit readiness operations, aligning all activities with mandated key performance indicators (KPIs) from the Department of Defense (DOD) and higher commands. Coached cross-functional leaders to develop training plans that align with resource constraints and strategic plans. Helped mobilize over 3,000 ready Soldiers who met mission objectives.

o Established an installation project office for Camp James A Garfield; assembled a team of engineers; delivered 10 projects within a span of 4 years; reduced infrastructure assessment time by 500%.

Created a team of 30+ cross-functional leaders and facilitated the development of a construction, IQ/OQ/PQ, and operational readiness plan for the addition of 20,000L in biopharmaceutical processing capacity to the existing network (retrofit) in order to insource NPI and commercial production and lower supply chain costs. Capital budget of £144M Biopharm.

Demonstrated versatility in supply chain strategy and operational excellence roles within biotech commercial and clinical manufacturing. Played a pivotal role in supporting the Supply Chain Transformation by actively contributing to the development of business cases for substantial capital projects and coaching senior leaders in the adoption of GSK’s innovative production system; all of which played a key role in the successful commercial launches of Nucala and Benlysta.

o Led a lean transformation that elevated the 216th Battalion to Ohio's highest performer in FY13.
o Installed a Training Management Office and stood up a new engineering unit with the command team.
o Led a Lean Six Sigma project for Ohio's Soldier Readiness Program, identifying a Soldier screening issue estimated to save up to $1M over a 4-year period.
o Managed a section of 8 Soldiers, streamlining supply operations for $36M worth of assets and over 1,000 Soldiers.