 Consultant - Supporting complementary projects through GLG network and personal LinkedIn network  Career Coach – Acting as career coach for targeted colleagues through LinkedIn network.

Responsible for North American Operations (Juarez, MX; Indianapolis, IN) including new business development, strategic partner management and site manufacturing operations. • Overseer of the North American Operations (Juarez, MX; Indianapolis, IN) including new business development, strategic partner management and site manufacturing operations. Major strategic account was Hewlett Packard (HP) in support of their global personal computer business.• Led transition of Foxconn’s North American business to improve customer engagement and support. This regional-to-global realignment was mandated by HP and supported more demanding requirements for product quality, cost and delivery; all were met during a very stressful transition.• Other notable changes included better alignment of support resources (e.g. project management, engineering & quality, etc.) and prioritization of operational performance improvement (e.g. capacity planning, repair process improvement, etc.).

• Guided the efforts of Research & Development, Product Engineering, Manufacturing, Supply Chain, and Quality departments.• Developed mutually successful partnerships with Executive team and Board-of-Directors which resulted in the development of a new corporate growth strategy.• Pioneered strategic business development for semiconductor industry which included the negotiation and qualification of Haws as a member of the Facilities 450 mm consortium (F450C). Launched R&D projects to commercialize new line of effluent monitoring products (high tech, high margin).• Deployed the companywide implementation of a structured product development process which consisted of stages/phases/gates to ensure consistency and predictability of commercialization projects. • Balanced approach included new focus on technology, people and process elements of product commercialization resulting in the largest and most successful new product launch in company history.• Headed the (make-vs-buy) implementation of a new line of thermostatic mixing valves (8). This new investment involved construction of a state-of-the-art valve lab (~$700K); final project ROI of 2 years.• Sponsored Focus Factory (shop floor) implementation to address business growth including, 1) Optimized layout for Emergency Equipment and Drinking Fountain products, and, 2) business expansion for Haws Integrated (HI) products; 5X improvement in production capacity realized.

Based in Indianapolis, Indiana, led private consulting business with midwest based clients. Focus was Operations strategy and continuous improvement.

• Directed the worldwide Equipment Manufacturing operations including US, Latin American, European and Asian regions in support of Kodak business units. Responsibilities included +$1B COGS, 11 plants, and 5-6K employees. Business unit (Equipment products) included, 1) Health Imaging (printers, processors), 2) Consumer Imaging (retail photofinishing, kiosks, single-use, digital, and traditional cameras) and, 3) Document Imaging (scanners). All Health Imaging products were designed and manufactured to be FDA compliant.• Accelerated transition to low-cost-country, global manufacturing strategy. Implemented lean and six sigma processes throughout all global sites making significant progress in product flow, cost and quality.• Directed the planning and launch of 4 Chinese manufacturing plants in 15 months (digital, single-use, traditional cameras, and commercial products). • Saved $251 million (NPV) over 5 years by restructuring the single-use camera manufacturing operation. Key challenge was plant start-up (China), plant closings (Hungary and Rochester, NY), production transition, & optimization of inventory.• Improved safety performance by more than 80% at all US equipment manufacturing facilities.

• Led Elmgrove site operations including the Electronic Products and Mechanical Products manufacturing divisions; total product bill of $210M.• Completed transition from vertically-integrated business model to horizontal model through strategic outsourcing. • Slashed annual costs ($5.4 M) for electronic products (SMT) through outsourcing of production to Solectron; design and prototype operations transferred to R&D.• Eliminated high levels of vertical integration and asset underutilization for mechanical products through international outsourcing which saved over $4 Million per year involving 1,200 parts. This enabled an overhead (staffing) reduction of 800 people.

Led all operations of manufacturing division leveraging plastic injection molding & tooling, metal fabrication (i.e. machining, forming, & stamping), and finishing (i.e. plating & painting). Combined 1200 person salaried and hourly workforce supported final assembly operations in each business unit (focus factory). Responsibility included a $140 million expense budget and $10 million capital budget.