Manager Project

John Alan LeBihan

* ******* **** – PO Box *** ** Memory Ave

Brant Lake, NY 12815 *********@*****.*** Nashua, NH 03062

Mobile: 518-***-****

Senior Global Executive

Innovative leader transforming achievement levels by empowering and developing effective leadership through the organization. Delivering a

customer focused approach to Engineering excellence from capital equipment procurement and execution to major construction projects including

clean room constructions supporting operational excellence in regulated industries. Extensive experience in developing strategy, financial analysis

and productivity improvement efforts leading engineering and operational excellence teams.. General Management leader with a hand on approach

supporting a stock room to board room leadership style structured on accountability, financial acumen and project discipline. Over 20 years

leadership experience of financial accountability in a technical equipment and process development role.

Career Highlights

• Tooling based improvements in multiple industries working with suppliers and engineering teams to evaluate process needs and

technology capabilities to achieve profitability gains.

Global leadership with multi site responsibility

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Influencing leadership across business functions from business development to Quality and Regulatory and Product Development to

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create a team based approach to success

Strong financial acumen developing annual operating and project financial plans and creating metrics to track progress.

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Profit improvements of 10% to 35% integrating systems of Lean Manufacturing and Six Sigma as an organizational culture.

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Market analysis, business trend evaluation and customer relationship development fueling new product and process development to

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create revenue growth.

Increased business value by $5 million to $50 million through acquisition and integration of new businesses opportunities.

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Integrate technical skills with in depth financial analysis to identify opportunities across the business and execution effectiveness to

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capitalize on the opportunities.

Quality, Validation and Compliance expertise removing FDA warning letter for two organizations.

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Director, Operations – Cardiac Care 2009 – present

Teleflex Inc.

Growth oriented medical device company with revenues of $1.6 billion serving the market with innovative medical devices focused on patient care,

minimum invasion, and infection prevention. A global organization that is able to capitalize on synergy to provide exceptional products.

P&L leadership success for an $85 million revenue, multi site business unit leading 250+ team members in manufacturing, engineering, supply chain,

facilities, EH&S and distribution creating value for the shareholder. Establish a culture of customer focus and execution to deliver results in

electromechanical capital equipment and disposable product markets. Driver of cross functional teams harmonized on the vision with objectives

aimed to deliver new products, cost improvements, and revenue growth. Integrate acquisitions adding new technology to the corporate portfolio.

Challenges:

Steer the organization through the remediation process from an FDA warning letter. Lead the transition from an internally focused effort to one

focused on key market requirements, customer needs and demand to enable growth. Implement an organization transformation to achieve cost

reductions while improving service levels, revenue, and compliance while launching new products.

Selected Achievements

• Increased revenues from $69M to $85M with EBIT growth from $3M to $24M through project execution, new product development

and commercialization while improving regulatory compliance.

Improved GM from 5% to 55% through implementing Vision, Strategic Plan and Objectives focused on customer needs, cross

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functional execution and implementing manufacturing excellence internally and with supply chain.

Brownfield construction program leadership including clean room manufacturing environments.

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Consolidate manufacturing locations moving equipment and processes with validation efforts driving profitability

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Financial leadership of major programs outlining project needs, capital equipment evaluation and cost development and project

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leadership to deliver capacity and improved productivity.

Build customer relationships through workshops, visits, and competitive analysis promoting improved focus and delivery.

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Improved project timeline accuracy by 75% implementing metrics for on time delivery for product development and process

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improvement projects.

Established an empowered value stream leadership model facilitating improved decision making.

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Assessment of organizational structure and talent, and redesign to support successful execution of value creation strategy.

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Performed financial analysis to identify potential opportunities across the business to reduce cost and drive growth.

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Director, Operations 2005 – 2009

Boston Scientific

A $6 billion dollar leader in the medical device market. Capitalize on a global footprint to optimize service, cost and delivery for the organization.

Managed the NAMIC strategic business unit and in 2009 prepared SBU for sale to capital partnership as Navilyst Medical.

Recruited to lead the transformation for a multi site, $350 million Strategic Business Unit. Energized the continuous cost improvement efforts by

implementing a Lean based cost strategy while improving repeatability with Six Sigma. Lead 950+ indirect team members globally focused on the

vision, strategy and objectives. Catalyst for innovative engineering technology replacing labor based processes with automation driven processes.

Challenges:

A leadership mind set neglecting performance issues and not achieving results. Organization lacked focus on financial accountability, customer

requirements, demand planning, quality compliance and profit optimization. Educate the workforce to accept reality while transforming the

leadership’s mind set to create a high performing organization.

Selected Achievements

• Leadership of financial planning process with key metrics to deliver financial accountability across the organization.

• Equipment engineering leadership developing automated assembly equipment, tooling requirements and project leadership to

deliver financial results.

• Injection molding equipment and tooling leadership of engineering teams to improve equipment, tooling, processes to drive quality

performance.

• Delivered 20 25% labor and machine efficiency improvements using a work force empowered Lean focused factory model resulting

in labor cost reductions of $3 million in 3 years, inventory reduction and improved cycle time by 30%.

• Reduced project costs by 25% while increasing project delivery through Management Operating Board focused on project

management, project returns and NPV.

General Manager – 2002 to 2005

1999 to 2002

Plant General Manager

Unimark Plastics Company

Technology based $350 million strategic business unit of Jarden Corporation. Manufacturer of injection molded components and automated assembly.

Design, develop and manufacture solutions for the medical device, pharmaceutical and precision consumer markets. Custom and OEM markets

supported through a partner business model to drive profitability through shared initiatives.

First as Plant Manager with $20 million revenue and 150 team members and promoted to General Manager for multiple locations in U.S., Puerto Rico

and UK accountable for $200 million in revenue and 700 reports. Leadership of Sales, Marketing Operations and Engineering teams for product

development with existing customers and OEM products to deliver double digit growth. Creative initiative behind a pellet to pallet innovation

integrating product design, molding and machining operations, and custom automation.

Challenges:

Invigorate a stagnant division with declining revenues and earnings. Re engage customers in new programs to fight off competitive pressures.

Develop a new customer/new products pipeline to deliver on growth requirements Implement systems of improvement to augment existing talent.

Selected Achievements

Increased sales pipeline by over 200% by establishing new market opportunities to diversify the portfolio.

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Engineered the business model to better capitalize on the corporate plan and deliver exceptional results.

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Served as engineering technical lead connecting R&D and Sales to drive revenue growth through innovation, technical competence

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and leveraging medical and consumer technologies.

Program management of new products from product development to equipment development, installation and validation of new

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products.

Constructed new facilities with clean rooms to accommodate growth and create point of need manufacturing presence globally.

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Acquisition and integration of manufacturing sites in the United Kingdom and Puerto Rico to support and grow the global

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customer base. Direct the certification of both sites to ISO standards for quality and business compliance.

Educational History

Bachelor Degree: Business Administration 1987

Rutgers University – New Brunswick, New Jersey

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