Over 19 years of leadership experience in supply chain operations, corporate business processes improvement, global footprint optimization, currently leading operations for a fast growing healthcare company in Asia Pacific. Management training includes GE's Technical Leadership Program, Six Sigma Master Black Belt, Executive Leadership Training, Leadership-Innovation-Growth, demonstrated via a track record of delivering financial results through key business
Over 19 years of leadership experience in supply chain operations, corporate business processes improvement, global footprint optimization, currently leading operations for a fast growing healthcare company in Asia Pacific. Management training includes GE's Technical Leadership Program, Six Sigma Master Black Belt, Executive Leadership Training, Leadership-Innovation-Growth, demonstrated via a track record of delivering financial results through key business transformations across different geographies.
VP, Global Operations, Diabetes @ From February 2015 to Present (11 months) VP Operations, Surgical/Respiratory Care @ From February 2013 to February 2015 (2 years 1 month) GM - Greater China @ Executed launch strategy for KCI’s V.A.C system in Greater China (Mainland, Hong Kong, Taiwan), ensured regulatory approvals, vetted Go-To-Market Plan with Corporate Board, built indirect channel network across nine provinces in mainland, Hong Kong, and Taiwan. (KCI is the global leader in Advanced Wound Care, +USD$2b/yr.)
Built organization to deliver best in class products and services to distribution partners, medical institutions, and patients. In year one, organization ensured functional support on Clinical Service, Logistics and Operations, Marketing, Distribution Management, Finance, and Regulatory Compliance. From March 2010 to January 2013 (2 years 11 months) Executive, Strategy @ Drive supply chain optimization for $1.4 b unit of GE Healthcare, a global portfolio of diagnostic devices manufactured and distributed across the Americas, Europe and Asia. From 2008 to March 2010 (2 years) GM, Supply Chain at General Electric @ Led Supply Chain and New Product Introduction teams for the X-ray division (41 professionals in 5 worldwide locations, portfolio of 25 products) to drive execution of $800m/yr in orders, go-to-market strategies of 12 key programs, and simplification of the global manufacturing footprint. From July 2006 to May 2009 (2 years 11 months) Global Fulfillment Manager – Ultrasound Operations @ Led the global OTR, Sourcing, Six Sigma functions, and two manufacturing centers (Bangalore, India and Wuxi, China); a team of 110 professionals and associates to execute $400m/Yr in sales.
Led global strategy for expansion of Low-cost manufacturing centers in India and China. In 2004, both centers grew by 20 % while delivering productivity in excess of $ 10m. From September 2004 to July 2006 (1 year 11 months) Six Sigma Master Black Belt – Business Processes Re-Engineering @ At GE Healthcare Ultrasound (a $ 1.2B /Year GE Business Unit), led team of 10 “Black Belts” (GE’s top talent internal consultants) to re-engineer the Marketing Forecasting to OTR Process across 25 product lines, 14 global factories, and over 50 distribution centers worldwide. Led team to launch new operating mechanisms across different functions that consolidated marketing intelligence coupled with statistical modeling to drive discipline and predictability in the forecast. Upon demonstrated changes, the team set-up the infrastructure in all the factories to implement the business-wide strategy of migrating from “Build-to-Forecast” to “Build-to-Order.” From March 2003 to August 2004 (1 year 6 months) Plant Fulfillment Leader @ Led planning operations for Combustors unit of GE Aircraft Engines ($ 165 m/year output, 460 employees), a team of 16 Professional/Production employees to fulfill commercial and military customers’ demand
Led the implementation of Oracle’s APS (Advanced Planning System) as the site's production management tool, re-engineering manufacturing planning, from the ordering processes to the allocation of resources. From January 2001 to March 2003 (2 years 3 months) Various Leadership Roles @ Held various roles with increasing leadership responsibilities from a structured leadership track program to Six Sigma Black Belt. From July 1995 to March 2003 (7 years 9 months)
MBA, Finance, Strategy, General Management @ The University of Chicago From 2006 to 2008 M.S. Mechanical Engineering, Engineering & Management @ University of Miami From 1993 to 1995 B.S. Mechanical Engineering, Mechanical Engineering @ Florida International University From 1988 to 1992 Leonel Peralta is skilled in: Six Sigma, Healthcare, Business Process Improvement, Strategic Planning, Mergers, Change Management, Process Improvement, Medical Devices, Operational Excellence, Process Engineering, Cross-functional Team Leadership, Supply Chain Management, Business Strategy, Business Planning, Continuous Improvement
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