Anthony (Tony) Barrett

***** ***** **.

Westminster, CO 80023

l64zut@r.postjobfree.com

303-***-****

Leadership * Program Management * Engineering * Operations

Results oriented leader with 20 years experience across most functions of Operations. Experience working across global operations in the US and Asia. Extensive experience in Project and People Management including multiple projects across locations and business units. Adept at working at the confluence of engineering and business, consistently demonstrating a high degree of competence, timely decision making, and prudent risk. Expert in organizing and leading people; enabling individuals to form high performance teams to achieve outstanding results. Excellent leadership, organizational, and technical skills, managing different types of projects, processes, and personnel across multiple site locations.

Selected Achievements

• Successfully managed the voluntary recall and rework of surgical devices over a two month time period – included all aspects from logistics, regulatory, quality assurance, operations, and sales & marketing.

• Responsible for organizing the project and manufacturing aspects for the first new product release in our China manufacturing facility. The project won an Innovation Award for cross-GBU collaboration and was the only Innovation Award given outside of the R&D community.

• Directly and indirectly responsible for several large scale construction projects to support the growth of the business. Received a Peak to Peak Award for outstanding project execution on the construction of Boulder’s sixth building.

• Developed Engineering group from a single program support team (and underperforming department) to a cohesive results & value driven organization skilled in project methodologies and implementation.

• Responsible for the standardization of project management methodologies within the operations’ framework and created a systematic approach to capital management.

• Responsible for multiple product line and supply chain transfers from domestic locations to both domestic and low cost countries.

• Directly and indirectly responsible for the closure and integration into new locations of multiple plants.

• Directly and indirectly responsible for several large automation equipment installations and validations.

• Developed many engineers into positions of increasing responsibility throughout the organization.

• Developed, strong interpersonal skills to empower and motivate others and keen sense to recognize how to bring out the best in others in any situation.

• Directly and indirectly responsible for identifying and obtaining key new talent to the group

Leadership and Management Areas of Experience

Leadership Development

Collaboration between groups / units

Establishing vision & value

Business Acumen

Strategic Planning

Project Methodologies / Program Mgmt.

Large Project Execution

Managerial courage

Approachable

Communication & organizational skills

Change agent / Managing change

Budgetary Responsibility

Education

The University of Tennessee Knoxville, TN

Master of Science, Mechanical Engineering August 1992 GPA: 3.44 / 4.00

Thesis Title: The Design and Manufacture of a Welded Frame for the Superior Engineering Design Program's Robot.

The University of Tennessee Knoxville, TN

Bachelor of Science, Mechanical Engineering June 1990 GPA: 3.30 / 4.00

Professional Experience

Covidien / Surgical Solutions (Formerly Tyco Healthcare / United States Surgical / Valleylab)

Manager, Corporate Engineering; Boulder, CO January 2010 – Present

Departmental Engineering Manager for salary level project management, design, and tooling group. The primary responsibilities of the group are driving operations’ projects for sustaining manufacturing of electro-surgical medical devices across multiple manufacturing sites. Managerial responsibilities include:

• Personally led the voluntary recall project of China manufactured devices.

• Manage direct reports from a resource, performance, salary, incentive program, discipline, and career development standpoint

• Established and managed to an annual departmental budget of $1.885MM

• Responsible for proper resource loading and recruiting & hiring for selected positions

• Administers annual capital budget program including development, submittal, and tracking for all plant projects

• Governs team on departmental policy and procedural requirements

• Approves monthly projected capital spending plan updates, purchase orders, etc.

• Provides direction and purpose for standardized project management methodologies and the Divisional Engineering Project Road Map

Overall Project Manager for the voluntary recall and rework of devices made in China:

Responsible for pulling together appropriate project team, orchestrating product identification & collection, logistics for returning affected product to the Boulder manufacturing site, acquisition and validation of proper rework fixtures & manufacturing processes, obtaining appropriate raw materials, sterilization validation, and distribution back into the finished goods pipeline.

• Recall notification / project kickoff November 3rd, 2011 / validated rework cell / process November 9th, 2011

• ~52,000 total units collected, reworked, and re-sterilized within first two months of project kickoff. Anticipate in excess of 70,000 units total from the recall / rework

Manager, Project Engineering; Boulder, CO August 2005 – December 2009

Capacity Expansion-Tooling-Automation and Controls Team:

Departmental Engineering Manager for salary level project management, design, and tooling group. The primary responsibilities of the group are driving operations’ projects for sustaining manufacturing of electro-surgical medical devices across multiple manufacturing sites. Additional managerial responsibilities not listed above bullets include:

• Assumed project manager responsibilities to complete the design and construction of Building Six Project

• Full program manager responsibilities for $17.5MM Capacity Expansion Project

• Selected as a facilitator to roll out the Covidien Strategic Direction Plan (Learning Maps) to Boulder employees

Building Six Construction Project:

Overall Project Manager for the construction of a two-story, 53,000 FT2 office building on existing property to house up to 200 people due to the overall growth of the business. Overall project responsibility includes a capital budget of $9.4MM and oversight of the selected general contractor. Other specific and leadership responsibilities include:

• Direct site management to design and project issues surrounding the new construction.

• Responsible for overall project communications – weekly updates meetings, fiscal reports, schedule updates, spending schedules, etc. to both plant, business, and senior management.

Capacity Expansion Project:

Overall Project Manager of a plant wide capacity expansion project for Valleylab manufacturing. The scope of the $17.5MM growth project included seven new production lines, design and construction of a new class 10,000 clean room, numerous machine relocations, tooling upgrades, and extensive facility modifications. Key responsibilities and leadership accomplishments include:

• Direct all functional groups and plant management to support the project and business goals across thirty-eight individual projects.

• Evaluated all manufacturing lines from an overall capacity standpoint on a quarterly basis & appraised production capacities against the growth projected by the business.

• Responsible for overall project communications – weekly updates meetings, fiscal reports, schedule updates, spending schedules, etc. to both plant, business, and senior management.

• Sustained vision to upcoming milestones, tasks, and constraints to that of the overall project goals and activities.

• Planned overall project needs for validation activity. Planned for resource needs for new machines development & installations, relocated lines, and facility upgrades.

• Responsible for leading the project extended teams in specification development, competitive bidding processes, contract negotiations, technical discussions, facility planning, scope assessment, fiscal reporting, etc.

Covidien / Medical Supplies (Formerly Tyco Healthcare / Kendall)

Project Manager; Patient Care Greenwood, SC October 2001 – August 2005

Project Hourglass:

Responsible for the overall project management of the Hourglass Consolidation Project. The scope of the $27.5MM Marietta closure included relocation of ten production machines, relocation of an automatic conveying system and numerous ancillary components, facility prep and closure, 115,000 sq. ft. building expansion, and numerous facility modifications across three Healthcare facilities. Key responsibilities and leadership accomplishments include:

• Directed six functional teams and their members towards project and business goals and tasks.

• Responsible for overall project communications – weekly update meetings, fiscal reports, schedule updates, spending schedules, written communications, etc.

• Steered the alignment of the business’ goals to that of the overall project goals across three plant leadership teams.

• Maintained vision to upcoming milestones, tasks, and constraints to that of the overall project goals and activities.

• Responsible for leading the engineering group in vendor bidding processes, contract negotiations, technical discussions, inter-plant planning, scope assessment, fiscal reporting, etc.

Project Management & Tech. Services Supervision:

• Responsible for over $14.0MM in active capital projects in addition to Project Hourglass. No active projects were forecasted or were completed over their approved budgets.

• Established departmental policies for capital project documentation requirements and procurement procedures, and was the Engineering principal for the program development and maintenance of the plant’s CER cost management system.

• Coordinated the plant’s development of the FY03 - FY06 Capital Budgets.

• Managed the development and execution of all capital projects across seven project engineers for a customer base that included Marketing, R&D, and other plant functional groups. Powered the expectations that the engineering teams adhere to project scope and budget, in addition to established policies and procedures on capital management.

• Supervised the plant’s nine Engineering Service Techs – Included resource assignment to various capital projects as well as regular performance reviews and disciplinary action as required.

RTS Wright Industries, Inc.

Applications Engineer; Fibers Technology Group Nashville, TN October 1998 – October 2001

Program Leadership:

• Developed conceptual designs, project schedules, proposed project teams, as well as generated estimates for engineering, manufacturing, assembly, and components to support proposed concepts.

• Successfully quoted systems in the fields of synthetic fibers, fiber optics, nuclear, and web converting equipment totally over $109.0MM – Proven successful with a 80% quantity capture rate on all firm proposals submitted.

Team Leadership:

• Authored and controlled project management database to track all proposals submitted, calculate the applications group’s performance, forecast the team’s workload, and trace all purchase orders received to that of the original quotations and project performance.

• Managed and directed multi-discipline teams involved in the front end engineering to support a project’s pricing and engineering proposal.

Project Engineer; Process Engineered Systems Nashville, TN November 1997 - October 1998

• Project Manager for the design, manufacture, procurement, and assembly of two projects for custom-built equipment in the production and support of a nonwoven fibers operation ($264,000 & $104,000).

Kimberly - Clark Corporation

Process Engineer; Child Care Operations Paris, TX June 1995 - October 1997

Engineer; Nonwovens Engineering Roswell, GA June 1993 - June 1995

Engineer; Service & Industrial Engineering Roswell, GA June 1992 - June 1993

The University of Tennessee

Research and Graduate Teaching Assistant; Knoxville, TN June 1990 - May 1992

Tennessee Eastman Company

Engineering Co-op Student; Kingsport, TN March 1986 - August 1989

Contact this candidate