Luke Roesler

Empower the SVP, Manufacturing to drive the vision, mission, values, and strategy of Manufacturing in a complex and dynamic environment.

Significantly expand the bandwidth of the leaders, by working behind the scenes to continue to reduce/eliminate non-critical workload and provide ongoing and mission critical updates with roadblocks to success, and recommendations to mitigate.

1. Strategic Sounding Board:

• Laser focus on creating cohesion among the team working towards common goals to overcome obstacles and enable successful execution.

2. Execute Manufacturing Leadership Strategic Priorities

Consult with MFG Leaders and develop deep understanding of key strategic priorities

• Develop, implement, and execute plan and structure by analyzing/consulting on key decisions, leading critical global projects, and ongoing activities

• Identify key focus areas, create metrics, and tracking mechanism, provide ongoing updates to ensure

execution of strategic projects impact the PNL.

• Triage issues and concerns on behalf of leaders – manage, delegate or escalate what is appropriate. Work with BPs to consolidate and create effective presentation materials for applicable key meetings

3. Project Management

• Drive the efficiency of business operations where relevant-

• Ensure that both short and long-term projects are executed on time, with a well managed budget.

– Support with complex metrics, dashboards to drive and monitor

4. Stakeholder Management and Communication

• Create trust and relationships to bridge all key stakeholders within CRL – Other businesses, functional areas, etc.

• Ongoing collaboration and alignment between HRBP/Comms BP – ensure effective and targeted communications are executed throughout the organization – especially with MFG Employees

• Bridge for smooth and effective communication between MFG Leaders and other business and functional leaders across the organization

• Lead efforts on gauging and sharing insights on "pulse" of the organization and VOC initiatives.

Project managed (owned and supported) the delivery of key R&D and OPS project teams, established and
delivered under Microbial Solutions Stage-Gate Processes:
o Continuous Improvement-PTS Robustness (Full Project Ownership)
 Drove Operations and R&D efforts from a project management perspective to focus on in-suite
behaviors and drive invalid rates below 5% (.1,.01) and 10% for .005 cartridges.
o New Product Development - NGS (Full Project Ownership)
 Launched NGS Non-GMP Services in May 2023.
o New Product Development Recombinant LAL
 rCR Cartridge Development, Launch: (Full PM Ownership)
 rCR Vials: Development, Launch (PM Co-Ownership, Support)
• rCR Raw Material Supply, Aldevron relationship, Second Source of Supply with internal
CDMO (Sub-Team Ownership)
• China ZACB- New Project Management responsibility (Sub-Team Ownership)
o Media Insourcing Project- Reactivos- (Full Project Ownership)
 Led cross-functional team in an evaluation of culture-media insourcing opportunities with Reactivos.
Celsis team continues to leverage this relationship in establishing a second source of supply.
o LAL Crude Supply Business Continuity (Significant Contribution)
 Project managed and supported Greg Marshall, David Glover in successfully establishing two HSC
bleeding facilities simultaneously

• Managed the following critical efforts to support presence in China under Microbial Solutions’ Executive Dir.
  Strategic Initiatives.
  o Business Technology Planning and Execution:(Full Project Ownership)
   Drove execution on critical infrastructure for Microbial Solutions Shanghai, ZACB, China Salesforce
  o Legal Compliance Projects- (Full Project Ownership)
   Planned, managed, and executed on key Microbial Solutions China compliance projects
  (Distributors, EHS&S)
  o Microbial Solutions Shanghai Entity Establishment (Full Project Ownership)
   Managed the establishment and operationalization of Microbial Solutions Shanghai
   Business Process Implementation for Endosafe, Accugenix and Celsis

Project managed the following efforts while reporting to GFMS, General Manager of RMS China and later Procurement:
o RMS Production Facility Expansion Program (Ownership)
o RMS RADS- China 2019 Strategy (Contributor)
o Customer Survey Support and Data Analysis (Contributor)
o SFDC Lightning Upgrade, Power BI Integration in China (Contributor)
o ICM- 2019 Planning (Contributor)
o NHP Supply-Chain Management (Contributor)
o Translation and maintenance of essential project documents (Contributor)

During High School and University breaks, worked in various roles with increased responsibility, developing an excellent understanding of the CRL Mission and Purpose.
o
Microbial China Sales and Marketing Research . 2016 – 2017, FP&A Data Support for Vital River (China) . 2015-
2016, Decision Center Data/Sales Financial Data Support . 2014, Marketing and Events (DSA) Intern . Summer
2013, Gnotobiotic Technician . Summer 2010