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Manager Quality

Alpharetta, GA
January 11, 2020

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High performing, courageous and insightful business leader with over 25 years of experience helping Fortune 500 companies to reduce cost and improve performance of products and services. Diligent critical thinker who holds self and others accountable to develop and realize the full potential of individuals across teams, business functions and global geographies. Employs continuous improvement, process reengineering and project management techniques to facilitate lasting change. Efficiently plans and implements effective solutions. Quickly learns and contributes across organizational disciplines, sharing knowledge, leveraging learnings and promoting trusting relationships. Applies breadth of experience, fearless curiosity and goal-oriented nature to persistently pursue, drive and achieve value, whilst keeping compliance and controls at the forefront. Industries Served: Medical Device, Materials and Consumer Product Manufacturing; Grocery & Retail; Professional Services; Hospitality; Telecommunication; Insurance Areas of Expertise: Business Case Development; Project Management; Process Improvement; Strategic Sourcing; Contract Negotiation; Supply Chain; Shared Services; Quality; Merger Integration Degrees Earned: M.B.A. - University of Chicago, Booth; B.S.E.- University of Pennsylvania PROFESSIONAL EXPERIENCE

Alcon Laboratories, Inc., Johns Creek, GA February, 2006 - Present Novartis Business Services, a Novartis Company; Alcon Laboratories, Inc., a Novartis Company; CIBA VISION Executive Director, MTO Procurement (Current position) Director, Vision Care Franchise Head of Procurement (and Atlanta Site Head of Procurement, concurrently) Director, Site Head of Procurement (and Quality Culture Co-Champion, concurrently) Associate Sourcing Director

Senior Project Manager

Dedicated professional with 14 years of increasing responsibility pursuing value, mitigating risk and reducing cost for major eye care manufacturer. Supports sustainable change and business success via collaborative approach, simplification of complexities and assurance of critical understanding, developmental coaching and a commitment to quality in all activities.

Executive Director, Manufacturing and Technical Operations (MTO) Procurement

Lead empowered and accountable Site Procurement Team in support of compliant and high value spend for Alcon MTO across Surgical, Aseptic Fill and Contact Lens manufacturing sites.

Manage organization of 50 sourcing professionals, spanning 16 sites in the United States, Germany, Ireland, Belgium, Singapore, Malaysia and Indonesia. Annual scope of spend $2 billion. 14 direct reports. Director, Head of MTO Procurement, Vision Care Franchise and Atlanta Site (Concurrent-roles)

Led Franchise and Site Procurement during periods of substantial growth and change: responsible for operational expense and capital expense across MTO, Research and Development and Administrative Functions. Supported site and equipment expansions and routine business purchases across VC sites. Annual scope of spend greater than $1.0 billion annually.

Rebuilt and restructured Atlanta Procurement function to meet business needs through dual-integration. Supported matrix organization to meet Alcon VC MTO and NBS objectives. Lead MTO Procurement for Alcon VC Franchise, facilitating collaboration, development and progressing results across 5 contact lens manufacturing sites and 3 aseptic fill sites (US, Germany, Singapore, Malaysia and Indonesia)

Developed and drove processes to ensure Procurement, Financial, Legal and Quality compliance. Mitigated risks, built supplier relationships and ensured continuity of supply. Responsible for PPV, cost of inventory, cash flow impact, savings, strategic supplier contracts and compliant R2P processes. Diligently pursued and exceeded targets, supporting year-over-year growth and incremental value.

Served as Business Partner to VC Franchise and Atlanta Site Leaders. Actively supported and integrated with internal stakeholders across the franchise in pursuit of optimal spend and TCO efficiency.

Coached and supported team members. Motivated collaboration, creativity, efficiency and comprehensive solutions. Empowered and held team accountable. Provided stretch assignments; challenged status quo.

Consistently sought to drive improvements and lead pilot-events in support of NBS and Alcon initiatives.

Initiated and co-lead Site WIN affinity Group, promoting diversity and inclusion and leadership skills.

Selected to co-champion Site Quality Culture Change Initiative for Pilot site in cross-divisional program.

Nominated for 2013 Novartis Individual Leadership Award. Associate Sourcing Director, CIBA VISION Global Procurement and Strategic Sourcing

Facilitated supplier sourcing, selection and contract negotiation in support of indirect spend, achieving greater than $17 million productivity in 36 months: Creative and Promotional Agencies, Packaging Development and Naming Agencies, Innovation Agencies, Public Relations Agencies, Merchandising and Telemarketing Agencies, Rewards Program Agencies, Point of Sale and Commercial Print Purchases, Literature Fulfillment, Professional Education, Media (Consumer, Professional, Digital), 3rd Party Resources (Validation, Engineering, Architectural, Quality).

Assisted Marketing, Sales, and Innovation professionals in refining program requirements to enhance value of investment and source appropriate supplier.

Assisted Quality, Manufacturing and R&D professionals in sourcing the right talent to meet immediate needs. Drive towards well defined, deliverables-based scopes of work.

Sought for input and insight in troubleshooting, brainstorming and exploring new opportunities across the organization. Relied on ability to dig deep into details and leverage cross-functional exposure and experience. Known for “questioning attitude.”

Selected into 2009/2010 Global Mentoring Program, targeting select high potential staff worldwide.

Recognized as leading the only strategic sourcing project ever presented to Novartis Chairman at the time: developed Universal Fitting Rack system for trial contact lenses that achieved over 40% reduction in unit cost, 50% reduction in freight cost, elimination of common NPL tooling and development cost, and enhanced functionality and aesthetics (over $9 million productivity). Senior Project Manager, CIBA VISION North America Marketing & Sales Project Management Office

Process improvement projects: Returns processing and restock optimization; New product commercialization; Cooperative-spend commitment and reimbursement, supported by a supplier system and integrated with legacy systems; Trial lens fitting set construction.

Earned corporate IQP (Six Sigma Equivalent) Green/Silver Belt status. Attended training and passed examination for Gold Belt status (status of achievement - pending gold belt project completion). LCL Consulting, Inc., Duluth, GA July, 2001 – February, 2006 President & Owner

Provided high-value business process improvement, cost benefit analysis and project management services to clients. Served in both high involvement and advisory capacities to facilitate pursuit of optimal business decisions through structured analysis, sharing of information, and detailed planning.

Cost Benefit Analysis (CBA) for Convergence of Systems and Processes: performed preliminary CBA to represent effects of implementing common systems, business processes and product structure at major property and casualty insurance provider. Identified and detailed $18.5 million recurring annual benefit across 32 enterprise services. Documented and communicated significant issues to be addressed, key systems and business process requirements, and substantial intangible benefits. Qualified results, reviewed with CEO and staff, and explained critical next steps to ensure successful realization. Provided tool to monitor most significant performance metrics to easily indicate success through implementation.

Development of Cost Benefit Analysis (CBA) Structure: developed simple CBA structure and approach that documents benefit, cost, and risk analyses on easy-to-use templates (BATs, CATs & RATs) for major property and casualty insurance provider. Approach eliminates undue complexity from CBAs, clearly documents assumptions and basis for calculations, simplifies tracking of benefit realization, and facilitates communication across the enterprise. Created training materials, trained 26 staff, and integrated CBA structure and approach into in-house project management methodology and system request tool.

Bad Debt Assessment and Benefit Analysis: performed high-level assessment of bad debt situation at major property and casualty insurance provider, resulting in improved monthly audits and reporting, meaningful interpretation of data to identify root causes and gain insight. Proposed analyses and workplan for continuous improvement. Identified and detailed $7.4 million reduction in annual bad debt, plus additional $1.1 million annual non-bad debt cost reduction as a result of planned improvements. Confirmed CY2002 and CY2003 benefit realization schedules. Identified gaps in bad debt improvement prioritization through quantitative analyses and proposed next steps to significantly reduce bad debt further.

Continuous Improvement (CI) Organization Development: proposed Continuous Improvement Organization to meet business process and cross-functional project needs of newly re-organized major property and casualty insurance provider. Provided imperative and structure to complement business environment, including qualifications and responsibilities for CI manager and Enterprise analysts.

Customer Advocacy (CA) Training Program: developed Customer Advocacy concept and training content for major provider of mailing and printing products and services. Proposed training program for national customer service organization. Provided implementation plan for development and roll-out.

Project Management Office (PMO): developed central Project Management office for major telecom company upon the convergence of previously highly-regulated independent services. Ensured alignment with Project Management Institute methods and tools. Improved and standardized processes and toolsets. Detailed system requirements and pursued web-based project and pipeline management tool. Enabled PMO with metrics tracking and reporting, training, and immediate and long-term system solutions to meet aggressive roll-out schedule.

Deloitte Consulting, Atlanta, GA August, 1996 – June, 2001 Manager

Senior Consultant

Provided process improvement and project management services to Fortune 500 companies. Managed multi-team engagements of consultants and clients to meet tight timeframes and budgets with utmost quality. Developed firm thoughtware and tools, prepared proposals, conducted research, presented training and mentored staff. Developed and delivered informative and persuasive presentations. Quickly reacted to meet the varied needs of Consumer Business and Manufacturing clients. Projects included: Organizational Assessment

Business Case Development: drove development of enterprise-wide business case for reengineering and SAP initiative at major pharmaceutical manufacturer. Identified $80 million in one-time savings, and $121 million in recurring savings.

Quality Assessment: performed multi-site product and service quality assessment for major packaging product manufacturer. Identified $1 million/year in recurring savings. Process Redesign & Productivity Improvement

Financial Process Improvement and Implementation of Standard Reporting: developed and managed initiative for global hotel and resort client. (Treasury & Cash management, Capital appraisal, Management Info, Planning, Budgeting & Forecasting, Legal entity accounting, Education & Training).

ERP Package Implementation and Project Management Process Improvement: provided process improvement expertise to Oracle implementation at major software and service provider. (Project accounting, Project management, AR, AP, Purchasing and HR). Pursued package implementation and process improvement opportunities to capture $21 million/year in recurring benefits.

Order Fulfillment Process Redesign: redesigned OF process for major packaging product manufacturer.

(Order entry, Order engineering, Production scheduling, Transportation and invoicing, Raw material inventory storage and movement, Finished goods inventory storage and movement, Ink preparation, Tooling preparation). Process improvements resulted in projected cost reductions of $2.5 million/year in 2 years, and $8.5 million/year in 4 years.

Implementation of Barcode Scanning in Grocery Store Chain: implemented barcode scanning for major grocery store chain in the Virgin Islands. Rolled out with greater than 98% accuracy. Shared Services

Development, Planning and Implementation of Financial Shared Services Center: managed an effort to capture, standardize, and move key financial processes and legacy systems to green-site shared services center for global grocery retailer. (Accounts payable, Fixed assets, Cash sales audit, Bank reconciliation, General ledger, Store ledger, Accounts receivable–trade & pharmacy).

Implementation Workplan Development: developed plan for implementing a shared services admin organization at a major textile manufacturer (Finance, IS, HR, and Global sourcing). Plan minimized cost of implementation, demonstrated change quickly, and met corporate cost reduction goal of $70 mil. Practice Development

Construction of a Business Case Development Approach and Supporting Toolset (ValuePrintTM): created revolutionary methodology and toolset to promote efficient and effective business case development and utilization, across business areas and industries. Identified and defined 740 operational and infrastructure-related Management IssuesTM, and related Financial Impact TemplatesTM that present algorithms for capturing benefits and identifying costs.

Development of a Vision for Retailing in the Future: “Becoming All Things to All People, All of the Time”. Demonstrated the changing attitudes of customers who seek more time, control and convenience in shopping experiences. Presented the “Virtual, Interactive and Personalized” (VIP) solution across four traditional retail channels to National Retail Federation (NRF).

Significant contributor on Reengineering Development Team, Archimedes Team, Women’s Initiative, Summer Associate Team, and HR Improvement Team.

Avon Products, Inc., Morton Grove, IL September, 1993 – September, 1995 Package Quality Engineer

Sole management associate responsible for Component and Finished Good quality levels in a packaging business unit with 360 active FG codes, 1240 active component codes, and annual production of 77+ million pieces.

Facilitated 12-person FG Quality team designed to develop and implement a revolutionary plant-wide in-line inspection and documentation system, and to share best practices among facilities.

Lead product development team, reviewed quality with workers and presented status to management.

Designed and taught one-day course about quality, sampling, inspection, and documentation for 90+ production workers with varying skill levels, across 3 production shifts. Provided on-going training.

Troubleshot issues. Worked with Marketing, vendors, and R&D to design for manufacturability. Interacted with all levels of Manufacturing, Distribution, Corporate, and Vendor facilities.

Developed and maintained procedures and documents to comply with FDA and Avon requirements.

Taught problem-solving, encouraged empowerment, and facilitated decision making within production. Eveready Battery Company, Flashlight Division, St. Albans, VT June, 1991 – August, 1993 Quality Engineer, Operations Supervisor

Applied principles of TQM, SPC, and DOE to improve process and product quality in Assembly and Packaging departments of flashlight manufacturing facility. Also controlled Imprint, Blow Molding, and Raw Material quality. Directly supervised staff of 5 inspectors and lab technicians, and 30+ manufacturing employees.

Responsible for scheduling, operation and maintenance of equipment, production efficiency, quality standards, cost control, inventory control, employee safety, morale, productivity.

Created Request for Corrective Action Documentation System and formalized containment procedures.

Derived control systems to maintain quality, detect and correct problems, and reduce variability.

Facilitated customer/client relationships, efficient use of resources, and operator empowerment.

Developed new packages and packaging logistics. Drove Vendor Partnerships.

The results of my work include a 90% decrease in total major/minor outgoing defects in the assembly department, a 60% decrease in total major/minor outgoing defects in the packaging department, and total recurring annual savings of over $250,000.


Leader (Ambassadors) – Girl Scouts of Greater Atlanta, Atlanta, GA Volunteer (Intermission Manager) – Johns Creek Symphony Orchestra, Duluth, GA Religious Education Teacher – Saint Benedict Church, Duluth, GA Ministries Volunteer (FACET and Helping Hands) – Saint Benedict Church, Duluth, GA EDUCATION

The University of Chicago, Graduate School of Business, Chicago, IL June, 1996

M.B.A. with concentrations in Marketing, Quality, Statistics and Production.

Worked full-time while completing 60% of MBA. Dean’s List. GMAT 720. GPA 3.70/4.00. The University of Pennsylvania, Philadelphia, PA May, 1991 The School of Engineering and Applied Science: B.S.E. with Major in Applied Science. Concentration in Bioengineering and Biomaterials. Dean’s List. GPA: 3.04/4.00 cum., 3.20/4.00 in major. The Wharton School of Business: Concentration in Management. The College of Arts and Sciences: Minor in Mathematics.

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