Proactive and dynamic leadership to engage with different country partners in multi-faceted initiatives to shape a united world.

Cost Management: Drive internal stakeholders and suppliers from US, Taiwan, China and other countries. Achieve best-in-class Product and Supply Chain cost structures and annual cost savings.• Lead the team to achieve cost savings of $68M vs target of $52M (2021)• Lead the team to achieve cost savings of $39M vs target of $32M (2020)• Achieved cost savings of $6.46M (2019)• Achieved cost savings of $324K (2017)• Achieved cost savings of $1M (2016)• Achieved cost savings of $2.5M (2015)Project Management – Lead cross-functional team projects involving engineering, planning, regional factories, logistics and R&D to achieve optimized Supply Chain• PCA Production Transfer Project – Supply Chain end-to-end analysis for optimisation• Mod0 Fan Removal Project – Product Offering and BOM structure analysis and optimization• Amphenol PCA Sourcing Project – Sourcing New Supplier for optimized cost and Strategic outcomesSupplier Management – Drive and Negotiate with CM/ODM suppliers to achieve Win-Win Long Term Partnership• Team Lead (Foxconn/Wistron) – Drive Strategic Alignment through QBR and negotiations• Supply/Demand Management – Lead Weekly review for Supply/Demand matching and allocation• Support War Rooms –Shortage Recovery with zero Revenue Impact to Quarter-end/Year-endPromotion to Master Level (2020)

NPI Cost Management – Negotiations with CM/ODM suppliers on Production Costs and NPI costs• Negotiated $1.2M cost avoidance in NPI expenses on DL980 Kraken (2011)Contract Management – Participate in Cross-Functional Contract work involving Management, Legal, Marketing, R&D and Supply Chain and involving negotiations between contractual parties.• Coordinate Contract Project between BCS and SGI (2015)• Represent BCS in QE5 contract negotiations with Foxconn (2013)Product Cost Management – Drive Year-over-Year Cost reductions in Product costs and cost savings in supply chain• Drive $147K cost savings on Hydrazine Blade Program (2011)• Drive DL980 Mod0 cost reduction by $100 (5%) YoY (2012)• Drive DL980 Mod0 cost reduction by $70 (3%) YoY (2013)• Drive Sentosa rx2800 Mod0 cost reduction by $50 (6%) YoY (2012)• Drive Sentosa rx2800 Mod0 cost reduction by $56 (6%) YoY (2013)• Drive total of $5.6M cost savings in 2014Supply/Demand Management – Assurance of Supply & Shortage recovery

• Assume dual role of both Product and Procurement Engineer (First for BCS)• Supplier Management from RFQ to Mass Production to EOL (rx2800)• Influence R&D and Marketing on Product Design and Product Offering decisions• Develop supply chain end-to-end quality and test strategies• Lead end-to-end supply chain design• Achieved over $400K cost savings in 2009• Promotion to Strategic Procurement Manager (2010)

• Supplier Management from RFQ to Mass Production to EOL (BL870c / rx2660 server)• Manage Supplier processes (Qualification / PCA Assembly & Testing / Server Assembly & Test)• Selected for Pilot dual role of Product / Procurement Engineer

• Global NPI Program Management – Lead WW cross-functional team in 2U / Blade Server NPI• Drive NPI RFQ to Launch – Prototyping, Manufacturing, Planning and Procurement System setup

• Factory Quality and Process Management / NPI Factory Setup• Engineering Project Lead (SAP Rapid Bundle / One Touch / Japan Factory Consolidation)• Promotion to Global Role – NPI Program Manager reporting to US GBU

• Product Management / Factory Process Management / SAP Migration Engineering Lead