David Pidgeon's Experience

Operations leadership, medical device manufacturing

2022–2026

Led end-to-end operations for a growing medical device manufacturer, covering manufacturing, logistics, procurement, and planning.

• Started up the company's first in-house Class 8 clean room manufacturing facility, reaching full production capacity within six months
• Delivered significant financial improvement over two fiscal years through strategic sourcing and supply chain optimization
• Implemented NetStock inventory planning software and a formal S&OP process, improving working capital control by 15 percent
• Led operational due diligence and integration for an acquisition

Global planning, medical and life sciences

2019–2022 · Cantel Medical / STERIS

Built and led planning organizations through an acquisition and a major SAP S/4HANA rollout.

• Directed global demand, supply, and S&OP planning for a $1.2 billion consumable products division spanning 11 manufacturing sites and 18 distribution centers
• Led planning for North American medical and life sciences divisions across five factories, covering $800 million in revenue and $65 million in inventory
• Introduced S&OP for the first time in the company's history
• Rebuilt the production planning function from scratch after an SAP rollout, resolving system issues that resulted in two published SAP OSS notes
• Standardized tiered daily management across five factories and led an item master data team covering more than 10,000 SKUs

Startup operations

2018–2019 · RTF LLC

Co-founded an agricultural propagation startup and ran its operations, bringing a new production facility to full operation within six months while managing regulatory compliance.

Supply planning and manufacturing leadership, industrial and institutional products

2010–2018 · Ecolab

Progressed from corporate engineer to production supervisor, production manager, and supply planning manager.

• Managed supply planning for a $2.2 billion North American division, overseeing $170 million in inventory and $95 million in procurement
• Centralized master production planning from a hub-and-spoke network and led the planning team through an SAP R/3 and APO rollout
• Built transportation optimization tools that saved $500,000 a year
• Led a 135-person remanufacturing operation through a turnaround that delivered $1.8 million in savings over two years, improved labor efficiency by 10.6 percent, raised first-pass yield by 8 percent, and cut recordable injuries by 85 percent; the team won the company's manufacturing excellence award
• Built SQL-based master production scheduling and shop floor planning tools for a $100 million operation
• Managed capital projects up to $1.2 million and improved output per labor hour by 75 percent on a network-critical production line