One month before a non-negotiable regulatory deadline, J&J was carrying 18 months of development on a solution that would not deliver. The existing approach was expensive, manually intensive, and misaligned with what compliance required.

Assessed the existing solution and influenced senior leadership to abandon 18 months of prior work. Designed and delivered a real-time pharmacy license verification system from scratch within the compliance window.

Temperature-sensitive pharmaceutical products moved across 40+ global lanes with no real-time visibility. Excursions were detected late, often after product compromise, creating regulatory risk and product loss.

Led cross-regional teams across the US, Europe, LATAM, and Asia to design and deploy J&J's first real-time temperature and location tracking system. Managed vendor selection, contracts, and phased rollout.

Controlled substance diversion was difficult to detect through manual processes. As J&J expanded its controlled substance portfolio, including Spravato (esketamine), a scalable, data-driven prevention capability was required for FDA readiness.

Led a team of 30+ to design and implement a nationwide diversion prevention system using machine learning, data science, and analytics. Managed a $7.5M budget over five years across every new controlled substance launch.

J&J's existing EDI ordering systems were built for wholesale distribution. The COVID vaccine rollout required direct-to-customer fulfillment at national scale, a model Janssen's $24B portfolio had never operated before.

Led a team of 40+ to implement an EDI system supporting direct customer orders at scale. Worked across all three J&J business segments to align systems and processes, and developed the long-term supply chain strategy for vaccine distribution.

J&J MedTech's global operations spanned 13 manufacturing sites and 2 distribution centers across multiple regions. Cost improvement initiatives were fragmented at the site level with no coordinated portfolio view or accountability structure.

Led a team of project managers to identify and implement coordinated cost savings initiatives across the global footprint. Built analytics and scorecard infrastructure tracking $100M+ in capital expenditures.

Delays in surgical set replenishment were affecting hospital scheduling and patient throughput, and creating a competitive disadvantage for J&J's MedTech offering. The challenge was both operational and commercial.

Collaborated with the sales organization to design and implement new services for hospital and surgical customers. Built the operational model for faster set replenishment and managed cross-functional implementation.

J&J's Deliver division identified strategic distributor acquisitions to expand MedTech distribution reach. Integrating acquired distributors required careful execution across operations, systems, and organization without disrupting live customer service.

Led the acquisition, merger, and integration of select distributors for J&J Supply Chain's Deliver division. Coordinated across legal, operations, IT, and commercial functions through all integration milestones.

J&J's Consumer products segment needed a reliable, scalable digital ordering channel. The existing JJCC platform required expansion to serve a broader customer base with ordering needs that differed from other J&J divisions.

Led the scoping, design, and execution of the JJCC platform expansion for Consumer products. Aligned stakeholders across technology, operations, and commercial functions to define requirements and deliver.

MedTech customers were operating with procurement models that increasingly prioritized speed and convenience. J&J's direct distribution model had limitations for certain product categories, creating a need for an additional channel without compromising regulatory compliance.

Established a new fulfillment partnership with Amazon for MedTech customers. Navigated contractual, compliance, and operational requirements of integrating a retail fulfillment partner into a regulated medical device supply chain.

DePuy Synthes needed to develop and launch new upper and lower extremity fixation products. Bringing medical devices to market requires coordination across clinical, engineering, regulatory, and manufacturing functions with no room for misalignment.

Managed full product development lifecycle for the Distal Ulna Locking Hand Plate, Proximal Tibia Low Bend Plate, and Volar Column Distal Radius Plate from concept through launch-ready.

J&J MedTech was evaluating entry into the facial bone deformity market, estimated at $150M. Before committing development resources, leadership needed a clear view of competitive dynamics, unmet clinical need, and viable entry strategy.

Researched market trends, competitive landscape, clinical customer requirements, and regulatory considerations. Synthesized findings into a structured market entry recommendation with supporting rationale.

J&J identified an opportunity with a new distributed product line, but the existing supply chain lacked end-to-end integration. Without a coordinated process spanning marketing, sales, and fulfillment, the revenue opportunity could not scale.

Led the team that designed and launched the supply chain integration process. Built the operational and systems foundation for marketing, sales, and delivery to function as a coordinated unit.