• Onboarded CFO of an Industrial Electronics Manufacturer by developing an enterprise strategy across ten key business segments focused on pivoting the business from a product to full digital solution provider. • Assessed an Industrial Product Manufacturer’s cost competitiveness and utilizing should-cost modeling to explore greenfield manufacturing and vertical integration strategies. Resulted in a strategy to reduce costs by >10% centered on bolstering digital manufacturing and procurement capabilities.• Developed the growth strategy for a stagnant business unit of an Industrial Equipment Manufacturer centered on improving the customer experience using data to increase sales by 40% to $1B in three years.• Partnered with an Industrial Automation Manufacturer to create a new joint go-to-market strategy to grow sales by ~ $400M within five years. Key activities included assessing the market, creating industry-specific offerings, targeting key clients, developing a joint operating model and valuing the opportunity. • Headed program to improve bid response and customer contract compliance to realize additional $400M in annual sales for a leading Industrial Distributor.

• Designed a global operating model for a new EV Automotive Manufacturer, focused on middle office functions including purchasing, quality and product engineering and new digital capabilities.• Developed a growth strategy for the BHVAC business unit of an Industrial Manufacturer participating in 10 markets to improve operating income by 4% within three years. Created a capital allocation plan as well. • Lead cost visibility and value targeting for Facilities & Maintenance cost categories for a CPG company, resulting in $12M of identified savings. Presented results directly to COO category sponsor. • Developed new supply chain program and supporting operating model for a CPG-Fresh Food company designed to reduce costs by $110M for the business unit. Savings were generated from an adjusted product mix based on actual cost accounting, updated processing routings and SKU rationalization.

• Led implementation of new ERP system and operating model redesign across functions in both the US and Mexico increasing inventory accuracy by 20%, decreasing program management implementation time by 75% and improving traceability saving 5% of inventory costs.• Championed LEAN cost savings initiative managing a diverse team to develop a global part creation process reducing process length by 80%. Earned COO recognition and earned role in strategic business planning. • Improved timeline of program management system implementation by twomonths.• Implemented new ERP system in Mexico branch as a leader on a team of 25 employees.Improved inventory integrity with proper disposal of 3,000 containers and data accuracy toidentify strategic areas of improvement.• Launched an internal Lunch and Learn program to increase employee engagement leadingto a 10% increase in employee-led system improvement initiatives.• Trained over 60 employees on system use and worked to shape company culture to acceptchanges to business systems to improve metrics like production rates, scrap percentagesand part creation rates.

Led the selection and implementation of a new enterprise resource planning system for theUS and China branches. Team included over 20 people and project reduced costs over$10,000 a year.• Managed the business case for a new small packaging business line on time and belowbudget. Project spanned from purchase to installation, including hiring staff, designingoperations for manufacturing and building an internal customer pricing model.• Increased operating efficiency by developing a new order system to minimize manualerrors, an inventory labeling system to reduce discrepancies and a quoting processes saving$50,000 a year.

• Created the supply chain for a new product launch, in a new industry, which included analyzing capacity requirements to purchase new machinery, redesigning the plant footprint and changing the production model to increase quality.• Negotiated a new business line-launching contract with a major OEM valued at $50M. Sales were $1M in the first year. All product shipped on-time with zero quality defects.• Developed an internal pricing model for the small packaging product line which was used to quote and win 12 contracts in the first year, comprising about 7% of total sales.• Established a new sales strategy resulting in a 20% increase in sales ($4M) within three years. Advised on the daily operations and strategic planning for 35 accounts that represented 70% of yearly sales.• Augmented sales by winning 23 additional product contracts in two years, making my OEM account a top three revenue-generating customer for the company.

o Leader of a team that developed the pilot program for the Dean’s Office. Designed and implemented “out of the classroom” activities. o Guided our professor to relevant topics that were unique to the University as a teaching assistant. Executed daily activities with a resident advisor and coordinated the schedules of 25 students and faculty members. o Experienced in resolving problems and make the program a success with my team.

o Worked in a Neuroscience lab. Progressed from working part time to lead undergraduate researcher full time. Entrusted with Graduate Student supervisor responsibilities whenever needed.o In charge of training incoming students in the lab’s practices, equipment and complicated experiments. Also, did ordering for the lab and organized travel plans.o Conducted experiments and surgeries independently and was rewarded with presenting our research at a professional conference in 2010 in Toronto for Behavioral Neuroscience.