Massachusetts Institute of Technology

The George Washington University

The Wharton School

Program Manager - New Product Development

Santa Barbara, California Area

Terumo BCT

Program Manager

Led a team developing a groundbreaking device in the CVOR, poised to create a step-change improvement to morbidity and mortality rates for patients.As a consultant to Medtronic during this time, led the team that launched first oximetry sensor for the in 10 years, managing a global team in developing the first Nellcor boot-style sensor with an external partner in Germany.  German fluency allowed for reduction in cultural and language barriers.  Submitted 510(k) within 14 months of engagement with team.

Medtronic

Lead cross functional team of more than 30 to develop the flagship product for the Nellcor brand.  This was the first significant product refresh since the original Nellcor Oximeters were developed in the 1980s.  Our team moved from “skunkworks” development to priority project within six months and was showcased to our headquarter management.  Created and implemented team and development practices that were so successful, they became the norm for future teams.  Co-inventor on several patents resulting from this effort (pending and granted).Successfully drove the development of Nellcor’s mid-range monitor, setting new standards for development cycles (From project launch: 12 months to FDA Submission and 17 for FDA Clearance).  Beside the development achievement, this project was also the first successful outsourcing effort in a decade, despite several efforts, and became the standard for cross-company cooperation and collaboration.   Successfully led collaboration between cross functional teams in Boulder, CO and Korea.Led the cross functional team to develop Nellcor’s new handheld monitor with our partners in Korea.  Initiated and helped drive ID & GUI design of the product to achieve a family ‘look and feel’.  This effort will result in additional co-invention patents.

Covidien

As part of the core development team, helped drive the successful development of Nellcor's first new product in over 7 years.  Instrumental in setting and implementing the appropriate product strategy and achieving a cohesive global launch that was widely recognized for its comprehensiveness and quality.  This product reached 160% of original targeted revenue in its first year.Responsible for defining and implementing the next generation of monitoring direction, updating and developing a family look and feel to reinforce the innovations and developments of future Nellcor products.

Global Marketing Manager

Led the team responsible for organizational change management of the IT Separation Program.  The $30 Million program involved 200 team members and enabled DCP to spin out from its former parent, Duke Energy.  Accountable for developing and executing coordinated communications and training efforts across the nine projects within the program, while maintaining an extremely aggressive timeline.   Orchestrated a smooth launch of a complete re-organization of the IT department and nearly a 50% growth of the department.  Managed the staffing effort and succeeded in helping the management team fill over 30 positions.Reported to the CIO and drove multiple change initiatives aimed at improving morale and collaboration throughout the department, including IT Leader summits and "Team IT", programs that increased collaboration and set the strategic roadmap for the department.

Duke Energy Field Services

Senior Project Manager

The BP Center was established through a major donation from BP in 2000 and focused on applied visualization research across a range of disciplines.  Primary Project Manager for all of the Center's commercial software development programs, managing teams, scope, budget and deliverables.  Responsible for managing the Center's business relationships and driving the Center's revenue, which resulted in the first year of positive cash flow since the Center's inception.  As a member of the leadership team, led the creation of the Center's first formal Strategic Business plan, led and participated in Center Board and Consortia meetings and hired and mentored Center resources.

University of Colorado, Boulder

Director of Business

Revitalized the Diplomat Program, a program that bridges cultural and geographical gaps to enable, encourage and reward sales cooperation on a global basis and guided the coordination of activities and strategies for large multi-country projects.Developed and implemented the Executive Sponsorship Program, designed to strengthen executive level relationships between SGI and its top strategic partners.

Manager, Global Alliances

Created the marketing department for this startup and managed a team of artists, marketing associates and external consultants while coordinating product development efforts with the Software Development Group.Led all marketing projects including creating and printing marketing collateral, co-producing the company video, leading the development of the multi-media website and managing a successful presence at trade shows.  As project manager, was responsible for managing finance and resource requirements, risk and change control.Developed and implemented a marketing strategy, resulting in multiple business prospects with Fortune100 companies and opening doors to more prestigious trade shows.; The Timken Company is a worldwide leader in the manufacture of highly engineered bearings and alloy steels.  At the time, the company employed over 22,000 people world wide and enjoyed over  $2.6 Billion in sales.

Personal Genie

Marketing Manager

Developed business cases, managed scope, budgets, schedules, risk and the multi-functional teams required to develop the product.Created new workflow for development of marketing collateral, reducing delivery times from 12 months to 3.

The Timken Company

Brought on as an internal consultant and change agent reporting to a Senior VP of the Timken Company. Developed the workflow process that Timken intended to use for the company wide reorganization process.Part of a 4-person team that reported directly to the CEO and his team, and re-designed Timken's world wide IT organization.  Developed a model for improved communication, economies of scale and skills utilization that would result in a 20% increase in resources available for special IT projects.  The team received the Timken Company's highest recognition via the "Dedication to Excellence"; Part of a four person team sent to Romania immediately after the acquisition of a 1000-person bearing plant. Led one of the top 3 initiatives in the company, reporting directly to the executive team, to improve the plant's product quality to world-class standards within 6 months of project start (experts predicted that a minimum of 18 months would be required) enabling the acquisition to begin profitable operation.   Managed and mentored 25 local engineering and manufacturing managers, as well as over 200 extended team members worldwide, creating a cohesive, self-reliant team.  Coached local managers and executives, facilitated the adoption of new business practices and technical standards and enabled a smooth incorporation of the new company into the Timken organization.

Technolgy & Process Advancement Manager

Led the development of a product quotation process and software application for automating new product price estimations.  Managed all project aspects such as scope, risk and schedules, and led the software development team (including consultants). Simultaneously managed an end-user focus group and reported to the General Managers of all Engineering and Sales Divisions.  The resulting software tool reduced time to quote for new products by over 95% and gained the enthusiastic support of both sales and engineering teams.    Part of team that re-designed the product development workflow process that reduced time from design to new product ship by 70%.

Advanced Product Manager

Developed new products and applications for industrial customers, enabling increased product sales.   Created a process and selected software that allowed the Engineering department to manage over 200 projects. Used state of the art compute and visualization hardware and software to complete Masters' work that developed a correlation between analytical analyses (FEA) and prototype test results for a new product line Pioneered international assignments for MIT interns and worked on new products for the European market.

Astrid McNellis