John Alan LeBihan is an executive leader with a strong track record in cultural transformation and organizational excellence, focusing on accountability and empowerment to achieve business success. He has led significant revenue growth and operational improvements across multiple global organizations by implementing strategies based on customer needs, continuous improvement, and regulatory compliance. His career includes roles in various companies where he developed and executed strategies that enhanced profitability, improved processes, and fostered a culture of quality and service.

1. John Alan LeBihan
5 Hawkins Lane alebihan1@gmail.com
Brant Lake, NY 12815 Mobile: (518) 480-1890
Executive Leader
A high-energy, innovative leader who brings an extensive track record of cultural transformation focused on
accountability, execution and empowerment to deliver exceptional results. Implementing a strategy built around
Customer Requirements, Quality and Business success, my methods are to identify and develop leaders empowered to
execute with a focus on accountability. My leadership style is to challenge the organization to create solutions that enable
excellence in performance across all disciplines while influencing the organization with my personal “roll up your
sleeves” approach that expects quality to be a given and integrity in all we do. Implementing a foundation built on
analytic decision-making, systematic tools of improvement, and teamwork, rewarding innovative thinking and taking a
creative approach to problem solving while communicating with customers and stakeholders through the process is
critical to exceptional performance. I am a leader who challenges everyone to think and act beyond the constraints in
order to develop unique and effective solutions creating value from the stockroom to the boardroom and being the
enabler of organizational excellence.
Career Highlights
 Define the culture of the business in a start up environment selecting and developing a scalable leadership team,
establishing methods of engagement and prepare the leaders to deliver exceptional short and long term results.
 Establish annual,3 and 5-year financial plans based on business capability, customer needs and KPI’s for multiple
global businesses focused on operational excellence, new product introduction and compliance.
 Global multi site leadership setting strategy and leading execution of key objectives to deliver significant revenue
growth and profit improvements of 10% to 35% in highly technical, regulated and consumer environments.
 Double-digit revenue growth in global organizations from $20 million to $350 million implementing a cascading
leadership strategy focused on customer needs, accountability and excellence of execution.
 Implemented continuous improvement efforts and Integrated systems based on cGMP, Lean Manufacturing, and Six
Sigma to drive compliance and profit improvement, and speed to launch on new products.
 Strategy setting and execution on key objectives delivering improvement in cost, technology and compliance while
creating growth opportunities.
 New Product Development improving time to market and engineering effectiveness enabling 10%-20% growth.
 M&A activity and post-acquisition integration streamlining leadership to deliver enhanced performance.
 Quality, Validation and Compliance expertise implementing compliant quality systems, removal of FDA warning
letter for two organizations through validation and creating a compliant culture.
 Set up ISO 9001 and 13485 compliant quality systems for multiple organizations and implemented customer and
supplier quality excellence teams to promote quality across the value stream.
Managing Director 2014 - present
Synergy Health True North
Top Executive charged with building a successful business from the ground up making the vision of the joint venture
partners a reality. Establishinga business culture that delivers exceptional quality, superior service and profitability
while rewarding entrepreneurial spirit in a critical health service industry supporting operating room effectiveness for
major healthcare institutions.
Challenges:
Take the partner’s vision and convert it to an exceptional functioning business. Build a financial plan establishing
revenue stream, capital requirements and business costs that delivers on NPV and IRR requirements for the investors
while building the foundation for business growth. Establish the organization structure and culture to deliver quality and
service that exceed customer expectations.
Core Competencies:
P&L Leadership Strategy Development & Execution Leadership Development
Lean and Six Sigma Engineering Innovation Multi-Site Global Leadership
Program/Project Management Quality / Regulatory System Compliance New Product Development
Capital Equipment Service Facility Construction Business Development
Employment History

2. Selected Achievements
 Establish processes to generate revenue and improve profits to deliver on invested rate of return projections.
 Create a business development model to establish market penetration efforts to achieve growth parameters
while executing on critical construction and transition projects.
 Empowering current leaders to establish accountability and ownership of key performance metrics.
 Transition current employees with engagement to the expectations of the joint venture while respecting
current pride of ownership by the employees.
 Establish an empowered process flow driven leadership model enabling improved decision-making reducing
leadership requirements and driving quality, service and profitability results.
 Build a Quality Management System capable of FDA and Joint Commission compliance.
Director, Operations 2009 – 2014
Teleflex Inc.
P&L leadership success for an $85 million, multi site global business unit leading 350+ team members in manufacturing,
engineering, supply chain, facilities, EH&S and distribution. Create a vision and strategy for exceptional operations
performance while creating a culture of customer focus and shareholder value in electromechanical capital equipment
and disposable class 3 medical device market. Driver of cross-functional teams harmonized on execution with key
performance indicators to deliver new products, establish pricing models, facilitate cost improvements, and enable
growth. Analyze and integrate acquisitions adding new technology to the corporate portfolio.
Challenges:
Lead a matrixed organization to growth while remediating an FDA warning letter. Transition the business from an
internally focused effort to one focused on key market requirements, customer needs, KPI’s and demand to enable
substantial revenue and profit growth. Establish process excellence in existing operational processes and developing new
processes to support new platform launches.
Selected Achievements
 Increased revenues from $69M to $85M with EBIT growth from $3M to $24M by developing and executing an
operations strategic plan with objectives focused on customer needs, cross-functional execution and
continuous improvements utilizing lean manufacturing and Six Sigma.
 Established project management board improving project accuracy by 75% for production, product
development and process improvements through program management expertise and metrics.
 Reduced working capital by $3 million by establishing a robust S&OP process combined with inventory
management strategies that support high turns with low delivery issues.
 Established an empowered value stream leadership model enabling improved decision-making, reducing
leadership requirements and driving profitability improvements.
 Lead engineering teams of mechanical, electrical and software in new product development, manufacturing
support and supply chain improvements targeted at reliability and cost improvements.
 Service and Repairs leadership for capital equipment leading the field service and inside service teams.
 Reconstructed the Quality Management System to remove FDA corporate warning letter, established high
levels of validation performance and set up supplier quality matrix to improve supply chain quality.
Director, Operations 2005 – 2009
Boston Scientific
Lead the transformation for a global, multi site, $350 million Strategic Business Unit utilizing direct to customer and multi
tiered distribution channels to drive revenue and profitability growth. Energized the continuous improvement efforts
implementing a Lean based cost strategy while improving process repeatability with Six Sigma. Lead 950+ indirect team
members globally focused on the vision, strategy and objectives. Catalyst for innovative engineering technology replacing
labor-intensive processes with custom designed and fabricated automation. Developed performance based team through
talent development and succession management to deliver results.
Challenges:
A leadership team that tolerated performance challenges reducing business value. Create an environment focused on
financial accountability, customer requirements, demand planning, quality compliance, and profit optimization. Educate
the workforce to identify performance gaps and transform the leadership approach to create a high performing
organization. Increase use of automation and robotics to drive consistency of manufacturing, cost and quality.

3. Selected Achievements
 Leadership of financial planning process with key metrics to deliver financial accountability across the
organization to deliver double-digit profitability improvements.
 Lead engineering team to design, develop and implement automated processes using robotics, vision systems,
motion sensors, motors and controls to reduce cost and improve manufacturing processes.
 Implement Six Sigma methods reducing process variation improving yields from 80% to 98%, down time
reductions of 25%, and reduced rework resulting in annual profitability improvements of 10%-15%.
 Delivered 25% labor & machine efficiency improvements using floor led Lean focused factory delivering
labor cost reduction of $3 million in 3 years, inventory optimization and 30% cycle time improvement.
 Improved on time delivery from 92% to 99% while reducing inventory levels by 40% in Raw/WIP inventories
and 20% in finished goods improving working capital availability for growth driving initiatives.
 Reduced project costs by 25% while increasing project delivery as Vice Chair of the Management Operating
Board focused on project management, project returns and NPV.
 Improved validation activity and quality system compliance to remove an FDA site and corporate warning
letter and establish a robust quality management system.
General Manager 2002 to 2005
Plant General Manager 1999 to 2002
Unimark Plastics Company
Plant Manager with full P&L accountability for site with $20 million revenue and 150 team members. Promoted to
General Manager for multiple global locations accountable for $250 million in revenue and over 500 reports. Full P&L
accountability with leadership responsibility for Manufacturing, Engineering, Product Development, and Quality teams
plus shared leadership of Sales & Marketing teams. Design, develop and manufacture solutions for the medical device,
pharmaceutical and consumer product markets.
Challenges:
Invigorate a stagnant division with declining revenues and earnings by engaging customers in new programs to fight off
competitive pressures and create new platforms for growth. Develop a new customer/new products pipeline to deliver
on growth requirements. Implement operational systems of improvement based on Lean Manufacturing and Six Sigma
to drive profitability. Create a pricing strategy that enabled growth while optimizing profits. Develop and augment
existing talent. Integrate new manufacturing capabilities and processes adding custom automation and post molded
automated assembly equipment as a core competency.
Selected Achievements
 Increased sales pipeline by over 200% by establishing new market opportunities to diversify the portfolio.
 Leveraged Sales and Engineering teams to improve revenue by 25% and profitability by 30%
 Design and build of custom automation to assemble complex devices for the medical industry
 Reduced labor costs by 15%, yield loss by 25% and cycle times by 15% through process improvements, waste
reduction strategies and automation.
 Implemented an ISO 9001 quality system from system development to implementation and certification.
 Established “Quality Management Teams” with critical customers increasing focus on value performance.
 Acquisition and integration of global manufacturing sites supporting a global customer base. Direct the
certification of multiple sites to ISO standards for quality and business compliance.
Department Manager – 1996 to 1999
Production Supervisor 1992 to 1996
Human Resources Coordinator 1990 to 1992
American National Can – Cebal North America
Career path starting in Human Resource, moving to night shift production and promoted to Department manager for a $3
billion business focused on packaging manufacturing and decoration for customers in the pharmaceutical, cosmetic and
consumer markets. Leadership provided for injection molding, printing, compounding and maintenance in support of
five global manufacturing sites.
Selected Achievements
 Implemented continuous shift operations to improve manufacturing performance and reduce overtime.
 Implemented technology to drive innovation while reducing operating costs.
 EH&S management with certification in industrial hygiene.

4. Educational History
Bachelor Degree: Business Administration
Rutgers University – New Brunswick, New Jersey