This document provides a summary of Denis Shannon Unrein's professional experience and qualifications. It outlines his role as the current Vice President of Operations for Bard in Nogales, Mexico, with responsibilities over manufacturing, materials management, and other functions. Previously, he held several leadership roles over 14 years at Johnson & Johnson in operations management, engineering, and as Site General Manager. His experience includes improving operational performance, developing strategies to increase production capacity, and implementing quality and process improvement initiatives. He has an MBA and BS in business and has worked in manufacturing leadership for over 25 years in the medical device industry.

1. Denis Shannon Unrein
18001 S. McCone Court  Sahuarita, Arizona 85629  Telephone: 520.904.6848
Email: dun1032277@aol.com  Linkedin: https://www.linkedin.com/in/shannonunrein
VP of Lean Manufacturing & Turnaround Leader
Executive MBA, BS (Business Administration), Six Sigma Black Belt, Manufacturing Executive, with more than 10 years
of multi-site P&L management experience, in building unified performance-based manufacturing cultures that consistently
converted manufacturing intent into deliverable results for organizations such as: BARD, Johnson & Johnson, and Bausch
& Lomb.
Experience includes, selected by J&J senior management to serves as Site General Manager in Roden, The Netherlands,
with responsibility for implementing the first 7-year manufacturing strategy for the organization while managing 9
direct/1,500 indirect reports across 2 manufacturing plants, and 2 product groups that generated $500 million in annual
gross revenue.
____________Areas of Expertise____________
 Business Process Transformations  Design For Manufacturing (DFM)
 Instituting Cost Conservation Measures  Increasing Throughput & Shareholder Value
 Achieving Sustainable P&L Improvements  Creating a Shared Operational Manufacturing Vision
 Building & Leading High-Performing Teams  Lean, Kaizen, 5S, ISO1401, Kanban & QSR Techniques
____________Career Highlights____________
 Successfully closed as Site General Manager for Cordis a Johnson and Johnson company in Roden, The Netherlands,
the union facility and transferred operations that supported sales of $512 million to Juarez, Mexico. Subsequently, this
closure represented one of the largest in Johnson and Johnson history and the only one without incident with all aspects
of the project completed on-time and within budget of $97 million.
 Collaborated with quality and engineering in clearing an FDA warning letter and getting diagnostic catheter products
back in market with a value of $43.2 million. Consequently, implemented the following 4 changes: 1) Validated and
optimized extrusion processes; 2) Designed core mandrel removal process; 3) Designed/built operation clean room
facility; and 4) Revamped 50% new production lines. As a result, the core business for Cordis a Johnson and Johnson
company was saved and the market share of 80% worldwide was retained. FDA auditor said it was “the best” audit he
ever had at Cordis.
 Led for Johnson and Johnson the engineering function for all medical device and diagnostic in a re-engineering,
leverage project entitled Project Monet. The implementation achieved a 23% reduction in overhead costs with new
position elimination, a 33% increase in leveraged knowledge between Johnson and Johnson businesses by utilizing
social formats like Yammer and a 22% increase in engineering resource rotations between businesses.
 Served as Site General Manager for Juarez, Mexico and Irwindale, California, for the Johnson and Johnson companies
Biosense Webster, Cordis, Codman and Acclarent, with a site staff team that delivered the largest cost savings to the
corporation at $29.7 million in 2010. Implemented the following 3 items: 1) Strict Lean operational principles to
achieve world-class efficiency targets; 2) Hourly employee engagement through Kaizen cost improvement projects; and
3) Partnering with corporate sourcing partners in a PMO structure to drive PPV savings in materials.
____________What Others Say____________
"I know Shannon as a manager that treats his employees with honesty and integrity. He has the ability to challenge people,
but also support them in developing their talents. He respects all people, independent of their position in the organization
and approaches everybody with the same authenticity. Nevertheless, he will not avoid confrontation when required."
...Fenna Feenstra, Lecturer at Hanze Institute of Technology
____________Key Areas of Competency____________
 Operational Leadership by Example  Board-Level/Formal Presentation Skills
 Multi-Million Dollar in Budget Management  Creating a Shared Operational Management Vision
 Improving & Streamlining Plant Efficiencies  Conflict/Dispute Resolution & Root Cause Analysis

2.  Utilizing Benchmark & Best Practice Techniques  Amending Manufacturing Plans According to Economic Conditions

3. SHANNON DENIS UNREIN
Page 2  Telephone: 520.904.6848 | Email: dun1032277@aol.com
Professional Experience & Accomplishments
Bard  Nogales, Mexico  2014 to 2016
(Founded in 1907, BARD is a leading multi-national manufacturer of medical devices, with over 14,000 employees globally)
Vice President Operations – Scope of duties consists of site responsibility for the following functions: Manufacturing,
materials management, distribution, new product introduction, strategic sourcing, process excellence, plant engineering,
HR, finance, and quality assurance functions for the Nogales, MX site. Direct operational responsibility for 110 exempts
and 2,258 wage associates. Site is a campus of 3 plants, 3 OEMs across 5 district business units.
 Turned around site performance in customer service and financial commitment by the 2nd year in 2015, which achieved
a sustainable service level of 0.15 – 0.21 days of sales versus target 0.30 days of sales, previously site was achieving a
range of 0.25-0.60 DOS. Additionally, financial commitment improvement implemented a PMO structure with partners
in sourcing. Exceeded PPV goal by $1.1 million and for 'FY' 2016 the site will meet target by June.
Johnson and Johnson  New Brunswick, New Jersey  2000 to 2014
(120 year-old Medical Device company produces a broad range of innovative products and solutions used primarily by
health care professionals in the fields of orthopaedics, neurological disease, vision care, diabetes care, infection prevention,
diagnostics, cardiovascular disease, and aesthetics)
Worldwide Manufacturing Director, Vision Care (2013-2014) – Reported to the Vice President of Operations. Scope of
duties consisted of managing an annual spending budget of $250 million and a $200 million in capital projects. Held fiscal
responsibility for business that supported annual sales of $3.5 billion, 100% of production unit (3.2 billion units) volume for
the company, and included 65 production lines (Capex $1.2 billion)
 Developed an operation strategy, which proved instrumental in increasing contact lens capacity 50% from 4 billion
units yearly to 6 billion units yearly. Consequently, implemented consisting of a two-fold approach; one increased
output in current production lines by 700 million units yearly; and second approach focused on a capital purchase of
new lines to support the remaining 1.3 billion units annually with the capability project surpassing improvement target
by 51 million lenses in first year.
Worldwide Engineering Cluster Director (2011-2013) – Primary duties focused on overseeing plant engineering for 8
sites, 247 technical associates and $132 million in budget, including optimization of processes, implementation of new
products and technologies, worldwide strategy on engineering standardization, and strategy on operational effectiveness.
 Transferred new business into Juarez, Mexico site that increased sales support by $45 million, including a new launch
of AAA aorta stent, Greatbatch angioplasty balloons, and Acclarent nasal catheters. Subsequently, all transfers
completed on-time and within budget per project.
Site General Manager Juarez, Mexico & Irwindale, California (2010-2011) – Responsible for 290 exempt and 3,200
wage associates, and a $253 million operational budget. Managed 3 facilities and turned around performance in quality,
service and efficiencies within the first year of site management.
 Developed and implemented new quality initiative strategy called Do It Right/QE2. This initiative drove improvement
in reducing employee errors by greater than 42%, reduced non-conformances by greater that 27%, and improved
process capability by 21%. This was accomplished through implementation of the 3-pillar strategy that consisted of
Leadership Process Capability, and Employee Behavior programs. The QE2 strategy also became the umbrella strategy
for all of Johnson and Johnson.
Site General Manager, Roden, Netherlands (2006 to 2010) – Directed operational responsibility of 272 exempts and
580 wage associates with annual spending budget responsibility of € 90.4 million and € 6 million in capital projects. Fiscal
responsibility for business that supports annual sales of € 300 million.
 Developed along with my R&D manager a new product development strategy that would sustain the Endovascular and
non-DES Cardiovascular product lines while the organization concentrated on DES new product NEVO. Subsequently,
launched new Cardio catheters DuraStar and FireStar and multiple new Endo catheters/stents in Sleek, Savvy, Savvy
Long, and Slick that generated over € 154 million.

4. SHANNON DENIS UNREIN
Page 3  Telephone: 520.904.6848 | Email: dun1032277@aol.com
Additionally Positions Held at Johnson & Johnson
Operations Director Roden, Netherlands  2005 to 2006
Operation Director, Miami Lakes, Florida  2004 to 2005
Business Unit Manager/PE/Lean, Miami Lakes, Florida  2002 to 2004
Manufacturing Manager, Miami Lakes, Florida  2000 to 2002
Prior 2000 Professional Experience
Bausch & Lomb  Sarasota, Florida  1995 to 2000
Project/Validation Manager; & 2K Project Manager; and Manufacturing Supervisor
____________Academic Credentials____________
Master of Business Administration, University of South Florida, Tampa, Florida
BS, International Marketing & Finance, The University of Kansas, Lawrence, Kansas
____________Endorsements____________
"Shannon excels at leading teams through significant change. He effectively communicates the challenges that the business
is under and makes it clear to his team why things need to change and how they will work together to execute
the change. Whether it is optimizing and continuously improving existing operations, shutting down or starting
up a facility, or turning around a factory’s quality performance, he is a proven manufacturing leader that has
always delivered across a broad range of supply chain challenges. Shannon is an engaging and active leader
who spends time coaching and developing his team to ensure they have the capabilities necessary to execute the
business strategy."
...Andrew Davis, Director - Partner Development at Johnson & Johnson
"I have known Shannon for six years and worked with him while he was Manufacturing Director at Vision Care. He is an
active, engaging, visionary leader that develops exceptional operational strategies and delivers results. He develops high-
performing teams and new leaders that continue to excel and give the organization a sustained E2E supply chain. I could
always count on Shannon to execute on our commitments. He is an accountable leader."
...Mike Alleva, VP Worldwide Franchise Operations - Diabetes