Mike Zamora

Oversee global continuous improvement program, Project Management Office (PMO), and global automation team with a comprehensive cost savings, integration, and synergy project portfolio of $45M. Manage integration of operations for multiple transformational acquisitions simultaneously. Lead development and ongoing management of engineering test lab team and facilities. • Achieved $8.5M in annualized EBITDA benefit from integration synergy and cost savings projects within the first six months of a major acquisition. • Started first PMO in company history to manage projects ranging from new product development to cost savings and integration/synergy. • Initiated first formal global Lean/Six Sigma initiative.

Oversaw manufacturing operations at six global manufacturing sites (two in the US, three in Mexico, and one in China). Managed optimization of global manufacturing footprint and facility consolidation. Collaborated daily with executive team and teams on-site to define operational strategy in line with company vision and goals. Liaised between Plant Managers, support staff, and other functional leads to set goals, objectives, and priorities. Monitored customer, operational, and financial performance. • Led global standardization of metrics and best practices for operational excellence. • Steered backorder reduction initiative, which created additional capacity and tripled production output to accomplish $2M reduction in backorder within first six months. • Spearheaded integration of common ERP and MRP systems across all manufacturing sites. • Drove continued integration activities for successful consolidation of SunMed, Salter and Westmed as one company with common systems, processes, culture, and direction.

Directed Asian operations and global engineering activities for all product engineering, new product development, and manufacturing/process engineering for combined companies. Steered company-wide continuous improvement and cost reduction program. Defined clear goals and priorities for product improvements, product line extensions, custom products, and all other global engineering activities. Monitored financial and operational performance of plant in China. • Created and executed Value Improvement Program (VIP), which exceeded 3% annual COGS reduction globally. • Initiated and headed $3M - $5M of VIP projects per annum. • Established key competencies in-house to minimize dependency on external resources and suppliers for critical materials and manufacturing processes and maximize product margins.

Led manufacturing, supply chain, product and quality engineering, and distribution for Grand Rapids, Michigan and Zhuhai, China operations. Administered annual COGS budget process and monthly P&L performance globally. Instituted organizational structure to improve utilization of US and China people and resources. Oversaw $750K - $1.1M annually in capital investment. • Drove continuous cost improvements of 3.5% to 5.5% of annual COGS. • Managed $300K investment in latest canteen construction project at Zhuhai facility in 2016.

Transitioned newly acquired Ethox division of SunMed from Buffalo, New York to Grand Rapids, Michigan headquarters. Managed end-to-end transition efforts, including customer/employee relations, equipment transfer, quality system transfer, process and equipment validations, and facility shutdown. Migrated multiple product lines for contract manufacturing customers of FDA Class I, II, and III products as well as an FDA Class II drug/device combination product to meet regulatory requirements of FDA 21CFR210 and 21CFR211. Oversaw facility validation in Grand Rapids, including addition of ISO 14644-1 Class VII certified clean room. • Relocated injection molding to SunMed AP in Zhuhai, China. • Achieved maximum retention of all customers that agreed to move product lines.