Responsible for:-International Sales & Channel Management (all countries outside of the Americas)-Global Semiconductor Manufacturing With Factories In Batangas, Philippines and Arizona, USA

ABOUT CONAX:Conax Technologies is a leader in the design and manufacture of temperature sensors and compression seal fittings for a broad range of industries and applications worldwide. For over 60 years, our customers have relied our experience and technical expertise to provide both standard products and one-of-a-kind solutions. We know that innovative ideas come from collaboration. By taking the time to understand your unique challenges, we develop the ideal solutions that help you—and your customers—succeed. Our commitment to providing quality,innovative products on time and at a competitive cost continue to make us an indispensable partner for every customer we serve.MARKETS SERVED AND KEY SUCCESS FACTORS• Power: we provide the best replacement temperature sensors for GE and Siemens gas-powered turbines. Not only do our products perform better, but they are faster, cheaper and easier to install• Semiconductor - we provide TCs for ASM Epi reactors that last up to 3X longer than any other product in the market. And given that TC life has traditionally been the limiting factor driving maintenance shut-downs, we are a game changer• Furnace and pressure/temperature vessel manufacturers and maintenance - we provide the best seals and temperature sensors in the world. And our seals allow improved maintenance because you can weld the seal body to your vessel and still do replacements of other components if you want to change out the feed-through components

Motivational SpeakerCase Study FacilitatorChange Management Facilitator

● Directed market segmentation and new product review project at major provider of financial software and reporting company. Designed and built tools to consolidate industry information from disparate in-house and commercially available data sources; used "Marketing Engineering"​ tools to define customer segments and sub-segments. Identified new market opportunities and modeled profitability impacts; introduced conjoint analysis tools to support pricing and product design decisions; identified opportunity to increase revenue by 20% on new products● Directed turnaround project at specialty fastener manufacturer that reversed two years of ~10% losses to achieve positive net income. Reduced costs by 18%; reduced late orders from 23% to 10%; identified new sales channel that yielded >5% in incremental sales within 6 months; developed and implemented financial modeling tools and reporting systems to forecast profitability, highlight areas for improvement and track performance against plan● Led Lean Enterprise project at specialty electronics component manufacturer. Reduced direct labor requirements by 18% while improving on-time performance levels; implemented procedures to standardize processes and reduce rework; lowered total order cycle time from six weeks to four weeks; developed and implemented direct marketing campaign, facilitated hiring of new Director of Marketing and Director of Engineering

● Following Emerson’s July 2015 announcement of the global divestiture of Network Power, returned to lead country spin-off activities. Overall single point of contact for Philippines transition (including Philippine Market Unit, Asia Regional Team and Global Operations Center)● Responsibilities included defining legal entity structures, determining real-estate and facilities strategies, planning and executing IT and telephony requirements, coordinating with global and local Legal and HR teams to manage personnel transfers from Legal Entity to Legal Entity, ensuring benefits and compensation continuity, defining Finance, Legal, Import/Export and Tax organizations ● Responsible for coordinating with regional and global and regional divestiture / spin-off teams● Re-assumed responsibilities as General Manager, Network Power Global Operations Center (see below); continued track record of process and efficiency improvements. Reduced management and overheads by another 15+% without impacting service. Continued to identify service level improvements. Continued to improve retention and employee engagement

Responsible for development and delivery of Emerson's Perfect Execution initiatives throughout Asia. Perfect Execution is Emerson's strategy to drive transformational growth and profitability improvements through better UNDERSTANDING of customers and markets, better DESIGN of products and services, better PLANNING of processes and supply chains, and better EXECUTION of our activities and initiatives.● Responsible for regional process improvement activities, training, and executive coaching utilizing Emerson’s Perfect Execution tools and methodologies including Lean Design, Six Sigma, Factory Physics, Lean Office, Operational Equipment Effectiveness, Strategy Deployment, Reliable Flow of Materials, Sales & Operations Planning Toolkits, etc. Covered 10 primary regional markets, 50 plants and USD$5.5B in sales throughout Asia; managed a distributed regional team of 5 Directors and a global support team of 3 associates● Examples of results: drove Product Launch Cycle Time From 3 years to 2 in key China OEM Market; reduced purchase order lead time at major motor component producer by 50%; reduced customer order lead time from 5 weeks to 1 week without increasing inventoryFor more information on Perfect Execution and what it means to Emerson, see the following videos:- https://www.youtube.com/watch?v=Pke4Pv-6F50- http://www.emerson.com/SiteCollectionDocuments/AnnualReport2013/index.html

● Responsible for monthly product, services, and project revenue & orders forecasting for 10 market units throughout Asia; responsible for identifying risks to forecasts and coordinating the cross-functional/cross-regional development of opportunity, growth and risk mitigation strategies and programs● Coordinated with Country Leaders, Project Management personnel, Sales and Supply Chain to develop consensus forecasts that drive Supply Chain activities, build commissions plans, and feed the development of regional strategies ● Implemented new processes to improve quality and efficiency of Sales, Orders and Collections reviews: conceptualized and developed a data warehouse; implemented improvements to Customer Relationship Management (CRM) tools to increase utilization by 50% and improve accuracy of inputs

● Responsible for leading and guiding Emerson Network Power’s shared services organization in Manila supporting North America and Europe with over 525 associates and 100 contracting partners around the world● Responsible for maintaining and improving existing teams, selling customers on new functions and teams, planning and managing human resources, administration, facilities and infrastructure, and setting rates and fees● Grew organization from 350 to over 525 associates; added new, sophisticated functions such as Printed Circuit Board Design and Layout, and Manufacturing Functional Test Equipment Design and Development; expanded penetration of traditional back-office activities such as web development, inside sales, market research and order processing● Implemented organizational design improvements, regimented communications plans, process improvement methodologies, and management control systems (i.e., business continuity protocols, promotions and salary reviews, job grading, etc.) that improved retention from 85% to 90%, increased customer and employee satisfaction scores by >10% and reduced management costs by >15%; moved facilities multiple times to improve efficiency and save costs; developed improved budgeting processes to drive transparency, standardization and improved management processes

● Responsible for Surge Protection’s manufacturing, operations and supply chain operations in Binghamton, NY and Reynosa, Mexico; led migration of Liebert North America manufacturing from Ohio into Reynosa facility (100k+ square feet, ~USD$125M in sales)● Managed construction of new Surge Protection facility in Binghamton, New York and led consolidation of three sites into one; led facilities expansion and product move into new 150,000ft2 facility to accommodate production requirements for another business unit, Liebert North America (Surge’s Reynosa leadership team formed the core of the new, combined, plant organization)● Led or facilitated operational savings of ~5% of sales, material containment resulting in saving of ~3% of sales, inventory actions resulting in 20% reduction (supported by integration of Factory Physics and other tools), and improved delivery to promise from 88% to 97%

● Led year-long EBRD-funded post privatization project for major Russian metallurgical plant based in Ural mountains; multinational project team’s scope included business rationalization, operational improvements, strategy development and deployment. Business thrived through downturn and is still in operation● Co-led 3 year project at largest pharmaceutical manufacturer in the Czech Republic; developed and implemented new distribution strategy that drove significant improvements in response to flu outbreaks; led needs assessment that resulted in selection of new ERP system; facilitated fastest SAP R/3 implementation in Eastern Europe (9 months); projects led to successful privatization of company● Led six month Operational Effectiveness project at world’s largest platinum mine; headed project team comprised of seven different nationalities working on all aspects of platinum extraction and concentration; project resulted in significant cost savings and, more importantly, a 15% increase in ore recovery● Led global pre-bid and post-merger integration Manufacturing Strategy project for Fortune 50 consumer healthcare producer; developed and modeled financials and business cases for: network rationalization, product divestiture, products for internal re-siting and reformulation within remaining network, products for outsourcing to contract manufacturing; developed new globally integrated, multi-business unit Sales & Operations Planning process● Led or co-led pursuit teams to new project wins on three competitive proposal efforts: $100K outsourcing program assessment for climate control equipment manufacturer; $300K post-merger integration strategy for private equity group; $800K Supply Chain strategy for telecommunications provider*) Time between 2000 and 2004 were with Beringer and with Applied Analytics (see below); Time between 1996 and 1998 were at Kellogg Graduate School of Business sponsored by A.T. Kearney

Mr. Siegel worked for a private equity firm as Vice President, Operations and member of a four-person turnaround team at Beringer LLC, a capital equipment manufacturer serving the plastics industry. In this role, he led a year-long initiative that took three new products from concept to full production, improved on-time delivery from 32% to 96%, reduced lead times from average of 12 weeks to 8 weeks, lowered inventory by 21%, lowered overhead staffing requirements by 14%, and improved the cash conversion cycle by 229%. The business was sold in 2001 for six times profit (EBITDA).

SalesSales ManagementAccount Development / Account ManagementMarketing / PromotionsFully commissioned sales associate for the purchase and sale of aftermarket/used computer systems. Alex Randall V created the internet sales market before e-Bay.