MERCY P. TROYER

**** ******** ****, *********, ******** 40515 859-***-**** aczsiv@r.postjobfree.com www.linkedin.com/in/mercy-troyer-mba

SUMMARY

A transformative and forward-thinking operations executive, with a track record of success in optimizing organizational performance, workforce productivity, and engagement. Leverages expertise in operations, manufacturing, internal controls, finance, and product management. Vast experience implementing Lean principles to drive operational excellence. A recognized leader and manager of high-performing teams in matrix organizations. Significant P&L management experience ($450 million to $1 billion-plus). A strong business development track record with multibillion-dollar M&A integration activities. A strategic, big-picture thinker, with the ability to lead the tactical elements of executing business initiatives.

Operations

Manufacturing

Packaging

Warehousing

Distribution

Customer Service

IT and Business Technology

Finance

Audit

Operational Excellence

Strategic Planning

Compliance

Procurement

Supply Chain

Education and Training

Technical Services

Cross-Functional Leadership

Engineering and Maintenance

EH&S

Quality Operations

Human Resources

Communications

Public Relations and Affairs

Project Management

CORE COMPETENCIES

Proven success implementing Lean methodologies to drive efficiencies and operational excellence.

Data-driven approach to making business decisions and empowering team and individual performance.

Multi-site management of manufacturing plants and distribution centers, both in-house and 3PLs.

Trusted advisor to senior leadership (C-Suite, BOD) in managing operational, financial, and personnel matters.

Successful catalyst for change, focused on leveraging organizational and team culture to drive performance.

Experience across variety of manufacturing technologies, including mixing, blending, form fill and seal (liquids and powders), sterile fill and finish, injection-molding, and machined product assembly.

Global experience in corporate, commercial, scientific (R&D, clinical), and manufacturing environments, aligning sales, marketing, and manufacturing strategies to drive revenues, market-share growth, and profitability.

EXPERIENCE

PLANO SYNERGY Plano, Illinois

Vice President, Operations and Manufacturing 2015-2016

Oversaw operations for six manufacturing plants and numerous distribution centers, managing manufacturing and distribution operations (safety, quality, cost, and service delivery to customers). Planned, organized, and directed manufacturing and distribution operations to achieve business objectives in line with budget constraints while ensuring most effective return on asset.

Minimized cost through effective utilization of labor, SG&A, equipment, facilities, materials, other overhead, and capital.

Implemented Lean methodologies and action plans to ensure that all facilities supported company's strategic initiatives.

Supported M&A activity, including integration of operations.

Focused on talent development to build bench strength of talent in organization.

Implemented inventory internal controls, eliminating $1,400,000 loss in two months.

Instituted Lean principles:

oImproved throughput by 25%.

oReduced $1,500,000 in scrap costs in six months.

Redesigned organizational structure that reduced labor spending (straight time and OT) by $500,000.

AVANTOR PERFORMANCE MATERIALS (F/K/A MALLINCKRODT/J.T. BAKER) Paris, Kentucky

Senior Director of Operations and Plant General Manager 2014-2015

Oversaw ISO and cGMP certified plant responsible for 60% of global sales. Led cultural transformation across several key elements (safety, quality, cost, compliance) to improve productivity, profitability, and operational efficiencies. Leveraged Lean manufacturing to drive efficiencies and operational excellence.

Reinvented site leadership team and implemented data-driven 6S decision-making frameworks, resulting in:

oReduced TIRR (recordable injury rate) by 50%.

oAchieved right first time quality more than 95%.

oAttained weekly schedule attainment of more than 98%.

oAccrued zero late CAPAs and complaints for first time in five years for plant.

oSaved $1,600,000 in operating expenses in 2014.

Emphasized process discipline and rigor with implementation of sales and operations planning (S&OP) processes and quality management system (QMS) review meetings. Served as global S&OP steering committee member.

Partnered with commercial organization to help drive growth, productivity, and innovation.

Worked in close partnership with executive leadership team, providing strategic and tactical input on how to maximize revenues and EBITDA, leveraging customer segmentation, SKU rationalization, and OEM opportunities, and reducing operational costs.

Achieved 40% improvement in customer service delivery performance by year-end 2014.

PFIZER Albany, Georgia

Director of Operations and Plant General Manager 2011-2014

Led cultural transformation of a plant struggling to meet financial, operational, and quality business objectives. Established key metrics and KPIs, implemented Lean principles to drive continuous improvement, and redesigned organization structure to be compliant with ISO 13485.

Implemented visual factory management techniques to raise awareness and engagement in continuous improvement initiatives.

Standardized work and rewarded individual and team performance for demonstrating true business ownership and accountability for achieving business results.

oAchieved $2,000,000 of favorability to site budget in first year.

oPassed all internal and external audits (cGMP, SOX, OSHA, ISO, EEOC, and DEA) for first time in plant history.

Drove positive change management through clear articulation of site's vision and mission and operating plan.

Leveraged teamwork and collaboration, enabling functions and business units to share best practices, map current state, articulate desired future state, and create reasonable and feasible action plan to achieve future state.

Built and presented solid data-driven business case approved by senior leadership to implement organizational redesign and addition of head count to site to fill key skill gaps.

Focused on developing leaders at all levels of organization through 1:1 coaching of direct reports, formal mentorship programs, team-building activities, stretch assignments, implementation of individual development plans, and formal talent and performance reviews. Site had highest colleague engagement scores in network.

oAchieved manager effectiveness index score of 3.5/4.0.

Executed capital investment programs ($15,000,000) to meet expansion needs of business.

PFIZER New York, New York

Director of Business Operations, and Chief of Staff 2010-2011

Administered strategic, financial, and operational support to commercial unit vice president and leadership team. Created operating and strategic plans for commercial unit. Chaired PMO and key team meetings, including monthly and quarterly financial and operating business reviews. Prepared board reports for business unit. Provided financial data and analyses to support key business development initiatives (acquisitions and co-licensing agreements) with generic partners in major EMEA/BRICMT markets to drive top-line revenues and double-digit market share growth. Managed multimillion-dollar commercial unit P&L ($50,000,000).

Consolidated monthly and quarterly sales data for commercial unit, and provided strategic and operational guidance to global therapeutic area leads and global regional sales leads to drive sales in key markets.

Managed all support staff (solid- and dotted-line reporting relationships).

Oversaw country finance leads via dotted-line reporting relationship.

Interfaced with regional presidents, country managers, and other enabling functions (legal, regulatory, business development, tax, and treasury).

PFIZER New York, New York

Senior Manager, Sales and Starter Operations 2004-2010

Served as core team member in development, testing, and rollout of closed-loop marketing business model to 8,000-member sales force that increased revenues more than 10% ($2,400,000,000) in first year. Managed service delivery for all business technology and training support from IBM. Oversaw customer service call center supporting sales force of 8,000 colleagues.

Managed cross-functional team responsible for gathering and analyzing sales data at district and regional levels to identify growth opportunities for targeted marketing campaigns from brand teams (Lipitor, Viagra, Celebrex, Lyrica, Neurontin, Relpax, Zoloft, Zyrtec, and Zithromax) to meet and exceed revenue targets.

Managed budget allotment ($20,000,000) of drug samples and starters for marketing brand teams (Lipitor, Viagra, Lyrica, Neurontin, Relpax, Zoloft, Zyrtec, and Zithromax).

oTracked actual sales versus forecasted sales and adjusted product supply to match demand.

oCoordinated manufacturing efforts across U.S. sites and third-party and contract manufacturers.

Reviewed competitor sales data and market share statistics and recommended changes to local product portfolio mixes, ensuring appropriate focus on therapeutic areas driving sales.

Analyzed individual sales representative and team sales performance versus target and made recommendations to district managers and sales vice presidents for additional training and performance coaching.

ADDITIONAL EXPERIENCE

PFIZER, New York, New York, Senior Financial Auditor, 2002-2004. Assessed and improved financial process controls, and enhanced compliance and conformance of company operating divisions and groups (global and domestic) to company policies and procedures. Reported audit results to board of directors and partnered with country managers and business process and system owners to remediate gaps (both process and skills and capabilities gaps). Supported legacy Warner-Lambert businesses and locations to ensure adoption of Pfizer policies and procedures during integration activities. Ensured sharing of best practices on global basis to help standardize work processes and cross-train talent across former organizational boundaries.

PFIZER, New York, New York, Analyst, Management Rotational Program, 2000-2002. Provided analytical support for Warner-Lambert integration, reviewing financial statements, budgets, and operating plans. Partnered with legal, corporate HR, tax, and treasury to assess redundant systems and capabilities and identify key talent and best practices for retention. Presented findings and recommendations to executive leadership team for endorsement prior to implementation.

SCHWENDIMAN FUNDS, Lincoln, Nebraska, Portfolio Manager, 1997-1998. Oversaw several hedge funds ($4,000,000) for high-net-worth clients, including research, purchase, and trading of stocks and bonds, and management of risk (foreign exchange) to increase total profit to clients.

AMERITAS LIFE INSURANCE CORP., Lincoln, Nebraska, Manager, Market Research and Product Development, 1995-1997. Led team in development of new insurance product, reducing company and customer costs by 10%.

EDUCATION

NEW YORK UNIVERSITY, New York, New York, MBA, Finance and Management, 2000

UNIVERSITY OF NEBRASKA-LINCOLN, Lincoln, Nebraska, B.S., Actuarial Science; Minor: Mathematics and Statistics, 1995

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