Brian Cox is a Senior Manager, System TPM for Hardware Product Development at Amazon Lab126. They possess expertise in product development, manufacturing, engineering, pro engineer, project management and 13 more skills. Colleagues describe them as "Brian is an incredibly unique talent and one that does not come around too often. Working with Brian was one of the best highlights of my time at JUUL labs and I am forever grateful for the opportunity. Brian’s biggest asset is his ability to execute multiple, high-profile projects at once in a very high pressure environment. What Brian is able to achieve on multiple projects concurrently is something many people struggle to deliver on just one project and this ability is truly remarkable. Even in these high pressure situations, Brian remains calm and level-headed, making working with him on these projects an absolute pleasure. These traits alone were why he stood out to not just me, but to everyone at JUUL as a distinguished leader. On top of his ability to get multiple things done at once and in a tactical manner, Brian could present the status of these projects to an executive audience in a clear and very articulate manner. In fact, we began modeling our presentations after his templates and our meeting structures after his weekly touch points. These are just a few reasons why he was an incredible asset at JUUL and why I think any business would be lucky to have him in their organization. I’ve had the pleasure of knowing Brian for a year and a half, during which we accomplished some incredible things together and built some very cool products. I would be absolutely honored to work alongside Brian again in the future in any capacity or role." and "Brian is a brilliant strategic partner on the program execution side. As a product manager, I came to rely on Brian for his creative/strategic horsepower, technical know-how, and “get-it-done” attitude. To put it crudely, and somewhat inaccurately, Product sets the strategy (i.e. what are we making and why) and Program executes the strategy (i.e. the how and when). This division of labor makes sense in a vacuum, but the moment you start layering on multiple competing priorities, you encounter a barrage of missed milestones and resource inefficiencies. When Brian joined the consumables e-liquid team, he immediately saw the need for Program strategy — someone to take a broad view of all programs and identify opportunities to drive efficiencies and establish best practices. In the 10 months he spent carving out this new role, we saw a massive improvement with regard to timeline length & accuracy, resource efficiency, and unexpectedly, increased rigor of development plans, which is quite the accomplishment given that rigor and timelines are often at odds. Finally, but importantly, Brian is an ACE with regard to communication: translating complex program execution detail to digestible snapshots improved understanding between Product and Program Managers as well as with executives. His ability to seamlessly transition between technical detail and high-level strategy as well as scale communication, depending on the audience, is one of Brian’s superpowers and something I admire and continuously strive to emulate. "