Damon Reid

Experience

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  Hanley Calibration

  Jun 2003 - Mar 2004

  Calibration Systems

  I played a critical role in ensuring the accuracy and integrity of site equipment lists, P&ID's, datasheets, and installation drawings. I meticulously reviewed these documents to ensure that they were consistent and up-to-date, and made necessary updates to maintain accuracy and compliance.As a member of the criticality assessment team, I was responsible for assessing the instrumentation for criticality and calibration intervals. This involved carefully reviewing and analyzing data to identify potential risks and recommending calibration intervals to minimize those risks. I also provided training to personnel in the use of the Blue Mountain calibration management system, which streamlined calibration processes and schedules. Through this training, I helped build a culture of continuous improvement and collaboration across the maintenance teams. Show less

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  WorleyParsons

  Mar 2004 - Mar 2005

  Electrical & Instrumentation Engineering Coordinator

  Seconded from Worley Parsons, I played a key role in establishing and implementing a site-wide document control system for all Scopes of Work (SoW), Job Safety Analysis, IFC Drawings, Redline Drawings, Technical Queries, Field Instructions, and Contractor Submittals/Other Correspondence. I ensured that all documentation was properly organized, version-controlled, and readily accessible to relevant stakeholders.In addition to my document control responsibilities, I also led the redevelopment and upgrading of the site's Digital Control System (DCS) I/O log and coordinated its integration with the Programmable Logic Controller (PLC) and Building Management System (BMS) systems. This effort significantly improved the projects efficiency and ongoing site reliability.As part of my role, I assisted in developing SoWs and Bills of Materials (BoMs) to support project planning and execution. I also provided on-site supervision and oversight of subcontractors to ensure work was completed safely, accurately, and on time. Show less

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  Takeda Pharmaceuticals

  Mar 2005 - Oct 2005

  Electrical & Instrumentation Engineer

  Seconded from PMG, I played a pivotal role in ensuring the highest standards and performance of the Electrical and Instrumentation contractors during the installation and handover of all equipment and building areas. I was responsible for monitoring and overseeing the work of contractors and ensuring that they adhered to all necessary standards and procedures.I conducted site acceptance tests (SATs) on vendor installations, including those for fire detection, fire protection, smoke vent shafts, air handling units, security access and monitoring, and gas detection systems. Through these tests, I identified any issues or deficiencies and worked with the relevant parties to ensure that they were addressed in a timely and effective manner.In addition to my testing and monitoring responsibilities, I also issued site field instructions and answered technical queries from contractors and subcontractors. I was the primary point of contact for resolving any issues or disputes that arose during the installation and handover process. Show less

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  Pfizer Pharmaceuticals

  Oct 2005 - Mar 2006

  Engineering Administrator

  Seconded from PMG, I played a critical role in organizing key contractors for a project upgrading a suite for a Pfizer plant in Ireland. I worked closely with project managers, contractors, and other stakeholders to ensure that all work was completed on time, within budget, and to the required standards.I issued site instructions and technical clarifications, ensuring that all parties had a clear understanding of their responsibilities and requirements. I also meticulously logged punch items and clearance to ensure that all work was completed to the required standards and that the site was fully operational and compliant with all necessary regulations and requirements.As part of my role, I reviewed site works and updated all handover documentation, including developing operation and maintenance manuals. This involved working closely with contractors to ensure that all work was fully documented, and that all necessary procedures were in place for ongoing maintenance and operation.Overall, my contributions to this role helped ensure that the project was completed to the highest standards, and that the site was fully operational and compliant with all necessary regulations and requirements. My expertise in project management and documentation helped streamline processes and improve efficiency. Show less

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  BT Global Services

  Mar 2006 - Jun 2006

  Project Documentation Specialist

  Seconded from PMG, I was the point of contact with contractors and clients for changes to scope, budget, or schedule. I worked closely with project managers, contractors, and other stakeholders to ensure that any changes were properly documented, approved, and implemented in a timely and effective manner.I developed and maintained project databases and repositories, ensuring that all relevant information was readily available and easily accessible to all parties. This involved implementing robust systems for tracking and monitoring project progress, and ensuring that all data was accurate and up-to-date.As part of my role, I worked closely with contractors and clients to ensure that all changes to scope, budget, or schedule were properly documented, approved, and implemented. I was responsible for managing all communication between stakeholders, ensuring that everyone was kept up-to-date and that any issues or concerns were addressed in a timely and effective manner. Show less

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  Headcount Solutions

  Jun 2006 - Jan 2008

  Project Management Consultant

  Successfully designed and implemented an automated visual management system at the Wyeth (now Pfizer) Newbridge site to support daily and weekly direction setting across four processing business units and packaging operations. The system featured a real-time value stream map that provided up-to-date insights on lead times, inventory, equipment, and quality performance for each process step, enabling leadership to proactively address any issues impacting the end-to-end process.In this role, I also developed and delivered comprehensive training on a standardized project management process and tool to both new and existing project managers at the site. As a coach and auditor for the process, I ensured adherence to best practices and compliance with internal and external regulations. Show less

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  Pfizer Pharmaceuticals

  Jan 2008 - Apr 2012

  Operational Excellence Lead (Lean Master, Six Sigma Black Belt)

  As a member of the site Operational Excellence team, I was responsible for diagnosing, implementing, and sustaining performance improvement programs for the organization. Using DMAIC/DMADV methodologies, I led several common and special cause reduction projects resulting in significant improvements in yield, OEE, and batch cycle time.I also led site wide transformation programs, including the Packaging Business Unit Transformation, HT Business Unit Transformation, and Lean Labs Program. These programs resulted in notable achievements such as 30% CoG's reduction in the packaging BU and 70% reduction in batch documentation errors.During my time at Pfizer I was certified as a Lean master and Six Sigma master black bet, I also received extensive training and coaching in both the McKinsey and BCG diagnostic and implementation methodologies as well as specific trainings and coaching on Human Error Reduction and Total Productive Maintenance.In addition, I provided training and coaching to over 200 colleagues in the Pfizer Lean Six Sigma program across Yellow, Green, and Black belts. Show less

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  Kellogg Company

  Jul 2015 - Mar 2018

  As a Transformation Leader for Europe, Middle East and Africa (EMEA) Supply Planning for both the Cereal and Snacks business units, I was accountable for centralizing, standardizing and automating both the short-term and mid-term supply planning business processes. Through the utilization of new technologies, processes, and people capabilities, I was able to drive significant business benefits, including reduced working capital (-20%), reduced operating costs (-30%), and improved service levels (+3%).I achieved these improvements through the implementation of SAP Integrated Business Planning tools as well as a new standard operating model. I also successfully led the implementation of a transformation program with the support of Accenture, using their transformation, change management model. This involved leading cross-functional teams across the EMEA region and collaborating with external vendors to ensure successful implementation of the program.Overall, my role was critical in driving operational excellence and ensuring the Cereal and Snacks business units were well positioned to meet customer demand, reduce costs, and improve overall supply chain efficiency. Show less As the leader of the Continuous Improvement and Process Optimization Centers of Excellence in Europe, Middle East and Africa, I was accountable for developing and executing regional strategies and governance processes. My role included building capability and ensuring consistency in core processes, trainings and tools within the two Centers of Excellence across 10 manufacturing facilities in the region.For the Continuous Improvement Center of Excellence, my responsibilities included leading problem solving initiatives, driving work process improvements, and conducting zero loss analysis such as Overall Equipment Effectiveness and Value Stream Mapping.As for the Process Optimization Center of Excellence, my focus was on implementing fully documented processes, conducting measurement system analysis, and carrying out capability studies. These initiatives were critical in enabling the manufacturing facilities to achieve operational excellence and deliver high-quality products to customers. Show less Accountable and responsible leader for the coordinated development and execution of the global capability building strategy and governance processes for the Leadership Centre of Excellence.I was focused on ensuring the continuous improvement of Kellogg Supply Chain's leadership capabilities. Responsible for the development, alignment, training, rollout, and sustainability of the Leadership standard tools and processes used globally. This includes critical areas such as Strategy Development and Deployment, Daily Direction Setting, Daily Management Systems, Leader Standard Work, and Loss Analysis. Through my leadership and guidance, we are able to strengthen our capabilities and drive sustainable improvements across the entire global Kellogg Supply Chain. Show less

  • Supply Planning Transformation Lead

    Jan 2017 - Mar 2018

  • Regional Process Owner - Focused Improvement Centre of Excellence

    Apr 2012 - Mar 2017

  • Global Process Owner - Leadership Centre of Excellence

    Jul 2015 - Jan 2017
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  Zoetis

  Mar 2018 - now

  Accountable for developing and executing a standard methodology to deliver Business Integration and key strategic transformation projects in an efficient and effective manner. This included developing a standard playbook for Business Integrations, looking at both functional and cross-functional workstreams, to ensure clear roles and responsibilities and enhancing accountability while reducing complexity and eliminating the need for rework. Designing, developing, and delivering a standard tracking tool for both program delivery and value capture realization. In addition, I was responsible for the delivery of specific Business Integration projects, such as Jurox, Virtual Recall, Owl Manor, Performance Livestock Analytics, and FishVet Group, into Zoetis systems and processes. I provide strong leadership and collaboration with cross-functional teams to ensure the successful delivery of these projects while driving accelerated value for the organization by focusing on the identified key value drivers. Show less As the Senior Director of Global Performance & Innovation with Zoetis Supply Chain and Logistics, I was responsible for identifying and delivering transformational programs and projects that ensured Zoetis moved toward a best in class, end-to-end supply chain. This involved identifying, defining, and executing the 3-year rolling SCL strategy, with a key focus on digital transformation and machine learning automation, through collaboration with both internal and external partners. I was also responsible for challenging the current level of performance and facilitating continuous improvement globally, across SCL, following the Zoetis Lean methodology. This included identifying and leveraging new business and technology solutions to drive process efficiencies and enhance customer experience.Another key responsibility was the implementation of a global, integrated, project management methodology and governance model to improve project delivery and enhance stakeholder communication. I successfully led cross-functional teams and collaborated with external vendors to achieve these objectives while managing budget, timelines, and quality control. Show less

  • Vice President of Global Business Integration

    May 2024 - now

  • Senior Director: Business Integration Lead

    Mar 2020 - May 2024

  • Senior Director: SCL Global Performance & Innovation Lead

    Mar 2018 - Mar 2020