Liam Dillon
Columbus,NE
Summary
Vice President with extensive experience in strategic planning, financial management, and transforming large manufacturing operations. Expert in executing operational enhancements to boost productivity and profit margins. Recognized for cultivating strong relationships with stakeholders, partners, and clients while achieving significant business outcomes. Distinguished by problem-solving expertise, innovative mindset, exceptional communication skills, and effective team development.
Overview
28
28
years of professional experience
Work History
Vice President Manufacturing
Becton Dickinson
07.2025 - Current
- Provided direct Leadership in delivering the transformation of the largest facility in Sumter SC. 6 months turnaround. Improving Safety, Customer supply, financial performance and talent
- Built a Strategy and macro plan to allow all sites deliver minimum 8% productivity year over year, whilst improving Safety, customer supply and Cash Flow
- Improved Talent and capability at site level and established an above site staff team built to support the Manufacturing plants and deliver our goals
- Eliminated a $40M backorder across the business in 6 months through OEE improvements at site and enhanced IBP process
Site Director
Becton Dickinson
07.2022 - 07.2025
- Transformed the Safety culture and safety performance of the Columbus west site within 6-month period. Strong focus on behaviours, training, priorities and executing the basics. Largest and most complex Cannula plant with Zero lost time Needle stick injuries in 2 years
- Improved Quality performance across all key Metrics with a 60% reduction in Non conformances in FY24 , Customer Centric approach with Quality as the first pillar.
- Talent Capability and transformation: Assessed and identified the capability gaps at the site and made changes in key roles to help the teams improve and drive higher performance levels.
- Eliminated a $25M Hypo backorder in FY23, delivered through a 20% improvement in OEE and an effective partnership with Global supply chain.
- Transformed the inventory position of the site in a 6-month period, reducing Raw material and WIP by 25 % ($15M) and delivering the best DIO performance across ALL MDS plants. Now maintained at the right level to manage cash flow and support business growth.
- Rapid and effective implementation of the BD Excellence program - Factory Blueprint, Shingijutsu, Tiered Management system and TPM maintenance activities, led significant cultural shift in this area with quantifiable results.
- Transformed the financial performance of the site in line with Budget and forecast expectations. FY22 the site ended $40M Negative, we ended FY24 $5M positive to Budget. Committed 8% productivity improvement in FY25 Budget
- Achieved a 30%+ improvement in overall waste performance in FY24 ($4.5M). Committed to a further 25% reduction in FY25
- CTW achieved $23M in FY24, this is 2 X the average CTW delivered from Columbus in any single financial year.
- Improved retention levels at the site through effective engagement programs to target Culture change. Strong focus on effective recruitment and training of new associates. Finished at 15% in FY24 from a previous high of 28% in FY22. FY25 trending below 8%
- Full accountability and direct reporting line into me for two smaller Plants
- San Luis Potosi in Mexico , Cannula manufacturing with HC of 150 and VOP of $40M
- Holdrege Nebraska, Gamma Sterilization facility with HC of 50 and VOP of $70M ( high value material)
- Columbus West is now considered best in class within BD and is supporting other large sites on their transformational journey
Senior Dr Operations Western Europe
Becton Dickinson
01.2021 - 07.2022
- Directly overseen manufacturing operations for European plants in Ireland and Spain - Drogheda, Fraga, San Agustin. Ensured Plant Managers effectively delivered results aligned with overall business expectations for Safety, Quality, Delivery, cost, and People.
- Provided Leadership to ensure the European plants achieved our Cost saving, and lean transformation targets in alignment with overall business goals.
- I was Responsible to lead all sites through annual budgets in alignment with the strategic priorities and overall business guidance. P&L, Inventory, Capital controls.
- I was Responsible to review short term and long-term capacity and ensure capital is identified and deployed to support business growth and transformational goals.
- Worked with R&D and other functions to support New Product Introductions in alignment with business priorities.
- Leadership role to ensure all plants developed and executed against their productivity and lean transformational goals.
- Talent development: Ensured succession planning was managed effectively across all key positions with development goals in place. All sites have since retained high capability and strong performance.
- Overseen capital planning and execution for all operations in Europe. Ensured capital was budgeted, forecasted, and spent in alignment with business guidelines and commitments. $100m+ budget
- Optimized inventory management for all European operations. Ensured inventory was managed in accordance with Supply Planning and input from Supply Chain leadership.
- Performed an integral role in Western Europe as a key member of the overall business leadership team.
Site Director
Becton Dickinson
12.2013 - 01.2020
- As Site Director I was responsible for every aspect of the Plant, providing Leadership and direction to all functional departments allowing them to execute successfully - HR, Engineering, Supply Chain, Finance, Quality, Production, Facilities, IT
- I Provided Strong Leadership in establishing an effective Environmental and H&S structure in the Drogheda facility. Full cultural transformation
- Key leadership role within BD as part of the Global Safety Council. This required me to provide leadership and guidance on all elements of Safety / environmental across all European sites and to represent Europe Globally on safety best practice.
- Full accountability for the Compliance and Quality Performance of the Plant. Delivered significant improvements in this area through appropriate communication, training, and education of relevant quality assurance principles. Culture change in this area delivered through customer centricity and helping associates understand the importance of the product we manufacture to our patients.
- Full P&L responsibility for the Plant. Establishment of yearly budgets and goals for all departments. Demonstrated Leadership in the communication, monitoring, and controls required to ensure goals are met and variances are controlled. Always demonstrating a strong Financial Acumen. $100M facility with average Capex investment of $30M per year (expanding site)
- Responsible for the assessment, identification, and the development of talent at all levels. Strong Focus on talent depth for critical positions and in providing feedback, direction, and support to associates. Always had clear development and succession plans in place with a strong focus on real Learning experiences. Site continues to be very successful within BD.
- 6-month secondment to BD Villamarzana in Italy whilst retaining Drogheda Plant Manager responsibilities – Notable achievements: Resolved negative P&L performance, led the site in trade union discussions whilst implementing change.
- Plant Architecture - Leadership role, working with both business units in Drogheda plant. This culminated in the finalising of a plant layout with good workflow that maximised the growth potential of both business units in the Plant. Then led the site through the purchase of 6 Acre adjacent land bank for future expansion.
- Key Leadership role in Leading the plant through unprecedented growth period, 6 X growth in headcount and 8X growth in Value of Production.
Manufacturing Manager
Britvic Ireland
11.2012 - 12.2013
- Delivered €300k annualised saving in the first 6 months through application of lean principles in the Syrup making process.
- Delivered €150K annualised saving in Sick Pay through successful development and implementation of Absence management policy.
- Delivered €200k annual saving in Overtime costs through development and implementation of effective planning techniques and use of labour.
- Ensure effective maintenance carried out in all plant. Introduction of RCA approach to problem solving and the introduction of effective preventative maintenance program.
- The effective implementation of Flexible labour in Manufacturing allowing the cost base to be managed more effectively – Key strategic Relationships built with the trade Unions.
- Built budgets for operational area full responsibility for management of same - €20 million budget.
Production Manager
Keeling’s
02.2007 - 11.2012
- Key member of management team running fresh produce (FMCG) business. Deliver excellent customer focus, strong growth and industry leading profitability.
- Lead strategic operational activities. Manage a team of 350 staff. Full accountability for €10.1m budget. Ensure effective management of budgets and resources.
- Established and delivered operational targets and KPI’s for the business. Enhance quality, lead time, capacity, optimisation, and inventory management. Manage site H&S.
- Optimise cost and productivity through lean manufacturing and process improvement.
- Saved €0.7m production costs in 2011 through lean principles. Total labour cost €5.5m.
- Played key role in the introduction of an automated warehouse scanning system. Increased stock accuracy from 90% to 98.5%.
- Manage Capex projects. Sourced and implemented €0.8m Capex spend. Delivered 1-year maximum payback. Increased automation and enhanced manufacturing processes.
- Played a key role in merging and re-locating 4 Business Units. Saved €1m in overheads.
- Managed operations through business re-adjustment. Included redundancy and wage reductions. Saved €0.5m in 1 year from a €7.0m budget.
- Played a key role in the development and introduction of new ERP system.
Operations Manager
DeRoyal Europe ( Owens and Minors)
10.2005 - 02.2007
- Managed manufacturing and associated activities. Ensured smooth, efficient, cost effective and customer responsive workflow.
- Led a team of 100 staff. Established clear performance indices. Devised training and development plans and delivered training. Ensured team operated within GMP regulations.
- Increased manufacturing efficiency at the highest industry quality standards.
- Identified and implemented cost reduction and staff/resource productivity initiatives. Applied lean principles to deliver 10% labour savings from €2.4m spend.
- Played a key role in the installation and development of a new warehouse facility. Included automatic replenishment and FIFO system.
- Delivered all IMB standard audits in Class 100 Cleanroom environment.
- Planned daily Production Department workload by area with reference to Production Schedule requirements.
- Set up relevant production processes/equipment to achieve agreed output levels. Documented compliance to agreed quality levels.
- Managed all production activity reporting. Met MIS and SOP requirements.
- Ensured required quality and efficiency maintained and production targets achieved.
Manufacturing Shift Manager
Sonopress Ireland (Injection Moulding)
01.2002 - 10.2005
- Led and motivated 15 technicians. Set objectives, managed performance, and training.
- Developed and managed interfaces between production, planning, quality, and logistics.
- Managed budgets and headcount to optimise operations. Planned requirements and met targets. Ensured production/packaging of DVD and CD-Rom software met customer needs.
- Led project team to save €0.1m p.a. production material costs from a €1.2m budget.
Manufacturing Team Leader
Sonopress Ireland
01.2000 - 01.2002
- Led daily manufacturing operations to ensure production efficiency.
- Oversaw team performance and provided ongoing training and support.
- Coordinated workflow between departments to meet production schedules.
- Implemented safety protocols to maintain a secure working environment.
- Monitored equipment performance and conducted routine maintenance checks.
- Facilitated communication among team members to resolve operational issues.
Process Technician
Sonopress Ireland
08.1998 - 01.2000
- Operated machinery to assemble electronic components efficiently.
- Conducted routine maintenance on equipment to prevent downtime.
- Conducted regular inspections of machinery components to ensure they were functioning properly.
- Provided technical support to production personnel regarding equipment operation and maintenance procedures.
Education
Bachelor of Business Degree -
IPA College
Dublin01.2002
Certificate of Business Studies - Business
DIT
Dublin , Ireland01.1998
Some College (No Degree) - Lean Manufacturing
ASST ( Applied Six Sigma Technologies)
Dublin, IrelandSkills
- Lean manufacturing
- Talent development
- Safety management
- Financial acumen
- Inventory optimization
- Project management
- Operations strategy
- Process improvement
Timeline
Vice President Manufacturing
Becton Dickinson
07.2025 - Current
Site Director
Becton Dickinson
07.2022 - 07.2025
Senior Dr Operations Western Europe
Becton Dickinson
01.2021 - 07.2022
Site Director
Becton Dickinson
12.2013 - 01.2020
Manufacturing Manager
Britvic Ireland
11.2012 - 12.2013
Production Manager
Keeling’s
02.2007 - 11.2012
Operations Manager
DeRoyal Europe ( Owens and Minors)
10.2005 - 02.2007
Manufacturing Shift Manager
Sonopress Ireland (Injection Moulding)
01.2002 - 10.2005
Manufacturing Team Leader
Sonopress Ireland
01.2000 - 01.2002
Process Technician
Sonopress Ireland
08.1998 - 01.2000
Bachelor of Business Degree -
IPA College
Certificate of Business Studies - Business
DIT
Some College (No Degree) - Lean Manufacturing
ASST ( Applied Six Sigma Technologies)