Manufacturing / Operations Management

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Manufacturing / Operations Management
Location Confidential
No preference
Willing to Relocate
$150,000 to $300,000

Resume Summary
Innovative, results-driven leader who delivers exceptional results in highly competitive domestic and international environments demanding continuous improvement. Excels in driving product, process, and customer service improvements while building partnerships with key business decision makers.



107 Countryview Lane Home: 724-942-5432
McMurray, PA 15317 Mobile: 661-803-7330


Innovative, results-driven leader who delivers continuous improvement and exceptional results in highly competitive and demanding environments. Excels in driving product, process, and customer service improvements while building productive business partnerships with key decision makers.

Consistently increased production, reduced operating costs and improved product quality by utilizing best practice manufacturing concepts (e.g., lean manufacturing, six sigma, theory of constraints) to standardize and leverage to optimize and rationalize processes across the globe. Proven success at assessing corporate needs, deploying appropriate metrics to track success, strategic planning, and providing critical on-going input towards organizational growth. Specific areas of expertise include:

" Productivity Improvement
" Cost Reduction
" Process Optimization
" Operational & Strategic Planning
" Budgeting/Forecasting
" Project Management
" Supply Chain Optimization
" Regulatory Compliance


ALLEGHENY HEALTH NETWORK (AHN) Pittsburgh, PA 2015  Present

Hospital network of 8 hospitals and nearly 400 standalone clinics, and doctor offices in western PA.

Corporate Director Facility Support Services

Responsibilities include network oversight for security, housekeeping, parking, fleet vehicles, and mail & courier services.

" Transitioned security, housekeeping and fleet vehicle management to outsourced contracts to reduce costs ($2.8 million) and improve services

" Conducted extensive operational and financial analyses of AHNs parking operations, to include recommendation(s) how to close $2 million short fall in parking operations

" Initiated ongoing project with corporate parent (Highmark Health) to merge mail & courier services under the corporate parent entity for operational efficiencies and compliance with US Postal regulations

" Conducted benchmarking studies with the Cleveland Clinic, noted as national Best in Class hospital network, for parking, security and housekeeping operations to improve AHNs processes and patient satisfaction scores.


Entrepreneur Magazines #1 rated commercial cleaning master franchise company.

Owner / General Manager

As Pittsburgh metropolitan market sub franchisor, recruit and train sub franchisees, generate janitorial cleaning accounts via sales and marketing, and provide administrative support to sub franchisees through billing and collection services.

" Became a small business owner to be readily available to address a family situation now fully resolved

" Company focused on cleaning smaller accounts with franchisees  such as business offices, doctor offices, specialty medical practice facilities, auto dealerships, etc.

" Increased business revenues 300% in 3 years.

" Sold business as part of merger of several Vanguard Cleaning Systems PA locations in December 2013.



$5 billion generic pharmaceutical company, with its subsidiaries, engage in the development, manufacture, marketing, licensing, and distribution of 570 generic, brand, and branded generic pharmaceutical products, as well as active pharmaceutical ingredients. Executive management reorganization resulted in position elimination

Senior Vice President, Global Manufacturing

Provided Global Manufacturing leadership for a global manufacturing network of 10 regionally dispersed sites to ensure manufacturing contributes to the companys Best for Mylan culture and goals following its acquisition of Mercks global generic businesses (Europe, Japan and Australia) and Matrix Laboratories, an Indian company located in Hyderabad.

" Collaborated with Boston Consulting Group (BCG) in leading a comprehensive operational and strategic assessment of the global manufacturing network to develop a robust fact base, understand future business requirements and key actions necessary to reshape the manufacturing network while integrating 3 distinct cultures in to One Mylan to achieve long-term competitive advantage.

" Led on-going execution for reducing manufacturing assets by the closure of two sites, realignment of one, and assessing expansion of relocating existing / incremental production requirements to low cost sites in Europe and India.

" Tasked to attain $300 million dollars annualized synergy savings over 5 year horizon by reducing costs of goods sold, rationalizing global manufacturing assets and product supply plan. Instilled a top performance mentality by applying world-class manufacturing efficiency and productivity programs (lean, six sigma, theory of constraints, etc.) to reduce cost of goods sold, while retaining high levels of customer service and regulatory compliance.

" Instilled within the manufacturing organization a greater awareness of generics market dynamics, to include the imperative for ongoing COGs reductions to support sales growth and customer retention. Initial efforts for 2009 plan reduced product standard costs at the various manufacturing sites between 3 and 10% from 2008 standards resulting in cost reductions exceeding $40 million.


A $900 million global developer, manufacturer, and marketer of specialty pharmaceutical products principally in the therapeutic areas of neurology, dermatology, and infectious disease. Valeant restructured in 2008 to focus only on North America, and divested its global businesses in Europe, Latin America, and the Far East resulting in position elimination

Vice President, Global Manufacturing, and Technical Services

Led Global Manufacturing, Technical Services, and Quality functions. Responsible for manufacturing network of 4 company-owned facilities and third party supply network of 90 finished goods suppliers.

" Rationalized the companys manufacturing assets to reduce cost of goods sold, began consolidation plans for the third party supply network, and resolved quality compliance challenges at the company-owned sites.


Publicly traded biotechnology company focused on R&D and commercialization of novel biological products for cancer treatment and control. 2005 Phase III clinical trial failure forced significant downsizing and restructuring in 2006

Senior Director, Manufacturing Operations, Logistics, and Planning

Provided leadership for the operational transition from a Phase III startup company to full product launch.

" Conceived and formalized the operational strategies and infrastructure to support product commercialization. Collaborated with the joint venture partners to execute planned technology transfers.



$9 billion, publically traded 45,000-employee global biotech, medical products, and services company delivering critical therapies for people with life-threatening conditions through three operating divisions: BioScience, Medication Delivery, and Renal. Role eliminated as part of major company-wide downsizing (7,000 positions) and restructuring.

Director of Manufacturing - BioScience Division Westlake Village, CA 1999  2004

Accountable for global manufacturing strategy and operational planning for 9 plants representing $2 billion in annual sales. Served as manufacturing liaison between divisional and corporate functions, and performed multiple ad hoc roles as Project Team Leader, Divisional Purchasing Manager, and Production Manager.

" Led the BioScience Manufacturing Strategy team in developing a strategic manufacturing plan supporting a five-fold increase in revenues ($2 billion to $10 billion) over 10 years.

" Played a key role as manufacturing representative for multiple acquisition proposals and integrations, targeting companies from $100 million to $3 billion in annual sales.

" Drove operational planning and execution that doubled product line manufacturing capacity to exploit short-term market opportunities. Coordinated global cycle time compression to yield additional product for eliminating a $30 million quarterly sales shortfall.

" Directed cost improvement activities in plasma procurement that reduced OPEX by more than $40 million annually.

Medication Delivery Division, Operations Manager Castlebar, Ireland 1996  1999

Leader for European tax haven manufacturing facility producing intravenous and dialysis solutions with 900 unionized associates. Enforced regulatory requirements to meet specifications in Japan, Europe, and the U.S.

Earlier Baxter Healthcare experience includes roles (1994-1996) as Corporate Director of Manufacturing Planning, From 1989 to 1994 served as Manufacturing Finance Manager, Cost Improvement Manager, and North American Operations Manager in the Renal Dialysis Division. Joined Baxter in 1986 as Assistant Production Manager, then promoted to Plant Production Manager at the companys manufacturing facility in Cleveland, MS.


Employed from 1985 to 1986 by Mobil Chemical, Covington, GA as Production Supervisor.

From 1978 to 1985, served as a Captain, Infantry with the U.S. Army. Duty assignments with the 101st Airborne Division (Air Assault) at Fort Campbell, KY and with the Infantry Center at Fort Benning, GA


BS Engineering & Applied Sciences: Civil Engineering U.S. Military Academy, West Point, NY 1978

MA (Equivalent), National Security & Strategic Studies U.S. Army War College, Carlisle, PA 1999


Leadership Development Program Center for Creative Leadership (CCL), 2001

Activity Based Costing Program Northwestern University, 1996

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