Robert N.

Bachem — contract manufacturer of peptides and oligonucleotides operating cGMP production facilities; focuses on GMP-compliant process development and commercial manufacturing for biotech and pharma.

• Led implementation and integration of Lean and Six Sigma Continuous Process Improvement across peptide and oligonucleotide manufacturing while maintaining cGMP compliance.
• Established standardized work, visual controls and SPC-based monitoring to improve process capability, reduce rework and strengthen regulatory readiness.
• Ran cross-functional kaizen events and value-stream mapping to reduce cycle time and streamline handoffs between development, tech transfer and production.
• Built site OE training curriculum and coached Green/Black Belt practitioners and frontline SMEs to embed continuous improvement capability.
• Partnered with QA, Manufacturing, Engineering and Supply Chain to translate improvement projects into sustainable operating practices and validated process changes.

Kite Pharma — biopharma company focused on developing and delivering cell therapies to treat cancer.

• Deployed the Kite Technical Operations System (KTOPS) to standardize technical and operational practices across sites.
• Designed and rolled out KPIs, tiered performance reviews, dashboards and training to drive Kite’s Operational Excellence program.
• Mentored site OE practitioners and led value-stream mapping, kaizens and JDI initiatives to accelerate improvements.
• Managed business analysts supporting CI efforts and coordinated tool/training deployment with finance and site functions to realize measurable business results.
• Owned a pipeline of >20 CI projects per year and delivered >$2.4M annual savings and cost avoidance while meeting global OE priorities.

Naval Hospital Camp Pendleton — military medical center delivering healthcare services to service members, families and beneficiaries.

• Implemented cross‑functional assets into a Primary Care Medical Home model to improve continuity and coordination of care.
• Led telehealth expansion as part of COVID‑19 protocols, increasing patient access and overall clinical efficiency by 41%.
• Performed Job Hazard Analyses and ergonomics assessments and applied Lean Six Sigma methods (Green Belt) to clinic workflows.
• Redesigned patient flow and staffing models and introduced metrics to sustain improved throughput and access.

U.S. Navy — our Nation's sea power; provides maritime defense, operations and worldwide support to national objectives.

• Served as Site Supervisor during military retirement transition; used multi‑platform communication and project management to improve beneficiary access and service delivery.
• Drove continuous process improvement of key operational metrics to ensure compliance with State, Federal, Medical Inspector General and Joint Commission guidelines.
• Performed ergonomics assessments, Job Hazard Analyses and emergency management planning to reduce risk and improve readiness.
• Collected, aggregated and analyzed site/clinic operations data, system KPIs and HEDIS measures to inform operational decisions and leadership reporting.

• Large Command Department HEDIS Champion assured compliance with predictive guidelines across full scope of metrics. Clinic, Department and Directorate level analysis for best practices and continuous process improvement.
• Plank owner for opening/commissioning of new site, decommissioning of prior site in compliance with Federal, State and Local requirements
• Department program manager for State, Federal and local national inspections and physical plant acceptance of deliverable.
• Reorganized and reformed the incumbent program. Audit, Aggregate and Catalogue Organizational Process Assets (OPAs), lessons learned and best practices from the deployed setting, integrating services and updated procedures to maximize program impact and blend with local and command culture.
• Increased interdepartmental and inter-organizational cooperation lead to a clear message across platforms and increased buy in from stakeholders while increasing customer/patient satisfaction scores by more than 20%.
• Re-organization and training initiatives of 18 separate programs held at multiple sites across the region which lead directly to NH Okinawa attaining the Surgeon General's Top Program Award.

• Directed productivity and utilization data collection and reporting for assimilation into briefings for the Navy Surgeon General and Chief of Naval Operations.
• Served as Fleet Representative to Navy & Marine Corps Public Health Center, supporting operational and reserve units with implementation of required programs and education across ~279 ships and units.
• Managed/directly and indirectly supervised over 300 personnel; served on the Surgeon General’s Steering Committee to develop standardized work and best practices.
• Coordinated execution and evaluation of DoD programs — overseeing 11 programs, 58 line‑item metrics and 18 required events and briefing senior leadership on outcomes.

• Managed and directed daily activities across multiple specialties at three geographically isolated sites, ensuring operational continuity and quality.
• Led operations and continuous process improvement initiatives as Division Officer, improving efficiency and coordinating cross‑site practices.
• Contributed to hospital‑wide disaster planning and risk mitigation as part of the Emergency Management Committee and helped implement the Hospital Incident Command System.
• Participated on the Controlled Substances Board to ensure regulatory control and safe medication practices.