ELIZABETH CONIGLIO

US Artwork Team Lead under the North American Artwork Hub and later the Americas artwork Center of Excellence. Manage a team of Artwork Specialists and artwork activities across Haleon brands for all submission and production artworks. US Artwork Center point of contact for quality events, investigations and audits. Work closely with cross-functional colleagues on process improvements initiatives.

• Co-managed the creation and updates of local SOPs and Work Instructions for North American artwork center & Americas CoE.
• Lead monthly calls with artwork studios on performance, best practices and areas of improvement.
• Collaborated with other department leads to streamline workflows, improve interdepartmental coordination, and achieve business goals collectively.
• Evaluate artwork KPIs investigating trends and areas of improvement, including investigation of all errors to determine appropriate rejection reason.
• Manage priorities across the business and studios to ensure on-time delivery of artwork and cost savings.

Led US Artwork & Labeling team with 8 direct reports and on-site external Artwork Studio (6). US Lead for design, implementation and deployment of North American Artwork system (Bridge) and US Lead for Global Artwork process & system integration (CHAMPS). Artwork point of contact on quality investigations and audits. Managed integration of two legacy artwork teams while:

• Reducing Major Critical artwork errors to zero and decreasing artwork timeline by 10%.
• Providing compliant artwork components, on-time, for all new launches and FDA submissions.
• Oversaw update of 1200+ package components post GSK/Novartis JV, on-time and within budget.
• Lead Operations team meeting on project status, prioritization, risk management and escalation.
• Facilitated cross-functional Process Optimization Team to identify opportunities and drive for continuous improvement.

Managed cross-functional teams through the US Label Compliance process, to provide on-time delivery of packaging components for new launches, product updates, and FDA requests. Core team member of process re-design and execution, including development of training, communication plan and delivery of training.

• Developed and executed timelines for each label change.
• Lead weekly Operations team meeting on project status and prioritization; identifying potential issues, providing solutions and escalation, when necessary.
• Facilitated cross-functional team to identify opportunities, review KPIs and drive for continuous improvement.

Managed and led cross-functional global project teams and subteams, supporting the Incubator and Pain categories, in alignment with OTC’s New Product Development stage-gate process. Led lessons learned with cross-functional teams. Managed category and project budgets.

Managed OTC’s Global New Product Development stage gate process (iRIS), including vendor selection, design, implementation and deployment to 400+ global users. Established partnership with Global Project Management, R&D, and Finance to identify areas of improvement and KPIs. Managed internal team website.

Project Coordinator in the Global Project Management team where I managed project timelines, department templates, and presentations for senior management and governance bodies. Project Management team representative for new internal project management and portfolio tool (Oasis), including training and issue resolution.