Tolochenaz, Vaud, Switzerland
With over 30 years of experience in manufacturing and operations, my career aspiration is to continue driving transformation and sustainable value in complex, regulated industries such as healthcare. I aim to leverage my strategic thinking, operational leadership, and deep expertise in process improvement and supplier management to lead high-performing, cross-functional teams through periods of innovation and change. I am passionate about building resilient operational excellence cultures, developing future-ready leaders, and aligning global and local functions to achieve enterprise-wide impact. In the next phase of my career, I aspire to take on broader executive responsibilities — ideally in a global or multi-site context — where I can influence strategic direction, accelerate digital and lean transformation, and foster long-term value creation for both the organization and its stakeholders.
- Challenge: transform manufacturing organization in product value stream. Establish safety culture, maintain quality & service levels, drive engagement & labor productivity in unstable supply environment. - Set & communicate manufacturing vision, goals & 4 year transformation roadmap. - Hire key roles (managers, supervisors, performance improvement leaders) - Deploy systematically Medtronic Performance system (MPS) including maintenance excellence. - Define & execute team excellence program to upgrade team soft skills, EHS & Lean culture - Establish consistent manufacturing standards (outputs, OEE, lead times, staffing...) feeding manufacturing policy deployment, supply chain & budget planning - Leverage workforce flexibility during long supply disruptions & strengthen team capabilities. - Achievements in 4 years: Accidents from 7 to 0, quality compliance, schedule & budget adherence, productivity +32%, engagement from 81 to 90%. absenteeism from 10 to 5%.
- Challenge: transform physical layout to create product assembly lines. Transfer basic lean activities to manufacturing. Establish standardized works (SW) & performance standards. - Accountable for site transformation roadmap definition & execution. - Define & drive manufacturing expectations for 5S, Tier meetings, SW and problem solving. - Drive Kaizen events to review line layout & agree SW with supervisors & operators. - Achievements in 2 years: 6 assembly lines transformed, SW defined and used for performance tracking & scheduling. 5S & Tier management led by manufacturing.
WW PFS OTO (+500 mold assets on 24 sites, 14 key suppliers serving 5 plants, 150M$ purchasing value, international team 24p) Main challenge: Align global functions (procurement, quality, operations) into a virtual plant operating model, to improve supplier performance. Main responsibilities: - Accountable for capex to maintain quality & capacity (15M$/year) - Establish and drive cross functional governance, define roles & responsibilities, define weekly and monthly operational routines, - Redesign supplier network per category, including press & mold standardization, - Develop asset management capabilities (from design to retire, project management), - Support R&D for new product design, validation, launch and scale-up at vendors, - Identify and mitigate main single sourcing supply risks (like resins, single molds), Main Achievements in 2 years: internal BD alignment enabling to build and validate 200 new molds, improve supplier service level from 80% to 96% and divide by 2 supplier risk exposure (M$).
Swindon plant (330p, 25 to 50 M$ OpEx, 30 M$ CapEx) Main challenge: structure plant organization to support major business growth (+100% in 3 years) Main responsibilities : - Accountable for plant budget and objectives, project & resource prioritization, site culture & values - Set & drive strategic plan to achieve site vision “to deliver on commitments, on time, in full” - Initiate plant S&OP planning process, redesign plant organization for engineering and quality, initiate project review committees (PMO) - Redesign mature product processes to improve quality & reduce cost (design to cost, continuous flow, automated controls) - Deploy lean culture: autonomous teams et shop floor dashboards, 5S, and kaizen sheets (+500/year) with focus on safety, - Implement MES equipment & flow supervision, - Co-lead personnel representative committees (work conditions, EHS, success sharing scheme) Achievements in 3 years: 2 new product launches + 1 product transfer + 3 ramp-ups according to plan, Batch release lead time reduced from 13 to 3 days, Business case approved & implemented for mature process redesign (cost -15%). Accidents -75% and 2 safety corporate awards.
Assembly workshop Mexico (500p, 45 M$ OpEx, 23% of ww prefillable syringe market) Main challenge: set vision and develop an “operational excellence workshop, lean & agile, using latest technology, demanding & rewarding, setting the benchmark” Main responsibilities: - Define annual budget, deliver volumes in line with Safety, Quality, Delivery, Cost goals - Coordinate yearly site KPI dashboard, CI and training plans (Lean, 6σ), supporting site budget - Digitalize daily shift start-up meetings - Facilitate blitzes/hoshin kaizen events (for 5S, SMED, VSM) and support local CI leads - Deploy 8D methodology to address top quality issues (cracked barrels, contaminations) - Drive cultural shift towards operational excellence and trustworthy relationships with local union. - Achievements in 3 years, supporting volume growth +15%, -80% in OSHA accidents, customer complaints -47%, lead time -60%, cost - 3,5M$/year, award “equipo de excelencia” recognized by local teams and Mexican leadership, Ready-now successor.
Purchasing : 77 M$/year, 800 suppliers, 50 segments. Establish strategy, yearly saving plan & continuous improvement programs with main service providers. Continuous Improvement (CI) : lead site CI plan & start execution
- Challenge: resume site performance after consolidation of 5 plants, implementing J&J corporate continuous improvement programs - Coordinate & execute site master plan & yearly Capex plan (20 M€ on 3 years), - Instill safety and continuous improvement culture - Coach EHS manager to deploy 60 programs on Safety, Health, Environment system, - Manage relationships with local authorities (site classified “SEVESO seuil bas”), - Coordinate yearly site dashboard, CI and training plans (Lean, Kaizen blitzes, 6σ projects and belts), supporting site budget, - Lead 2 key transformations: deploy J&J « Maintenance Excellence » best practices and redesign site planning model using VMI approach with regional distribution centers. - Achievements in 4 years: OSHA Accidents -75%, service level to DCs +15%, costs -30%, Line change overs -50% through SMED, inventories -50%. Site became ww benchmark in maintenance amongst 50 J&J sites. Ready-now successor.
Main challenge: resume site performance site after consolidation of 5 plants, implementing J&J corporate continuous improvement programs Main responsibilities: - Coordinate & execute site master plan & yearly Capex plan (20 M€ on 3 years), - Coach EHS manager to deploy 60 programs on Safety, Health, Environment system - Manage relationships with local authorities (site classified “SEVESO seuil bas”) - Coordinate yearly site dashboard, CI and training plans (Lean, Kaizen blitzes, 6σ projects and belts), supporting site budget - drive 2 key transformations: deploy J&J « Maintenance Excellence » best practices and redesign site master planning model using VMI approach with regional distribution centers Main achievements in 4 years: OSHA Accidents -75%, costs -30%, service level to DCs +15%, DC inventories -50%. Site became ww benchmark in maintenance (amongst 50 J&J sites).