Contract Client: Pure Storage

Established newly formed Program Management Office (PMO) within Product Operations.• Implemented planning, governance and portfolio performance processes.• Managed strategic capability investment portfolio for Product Operations organization exceeding $8M.• Drove Fiscal Year investment planning including sensing, prioritization and funding attainment with VPs and Directors across multiple functions in Supply Chain Operations.

Senior Leader accountable for Cost, Quality and Lifecycle Management for the Nexus 7000 data center switch platforms and ISR Routing Platform with $2B+ run rate.• Value Engineering Lead - managed VE Project portfolio of over $35M of cost savings.• Achieved +3% standard margin improvement against increasing sales discounts.• Leader of Integrated Product Team (IPT) consisting of Sr. and Executive Management from Marketing, Engineering, Product Operations & Manufacturing Operations.• Led company wide Product Lifecycle Management Council.• Led ODM/JDM Strategy Council within Enterprise Routing organization, establishing key decision criteria for new product “make versus buy” decisions

Led effort to investigate and develop requirements for Supply Chain Design process, metrics, tools and capabilities in Product Operations• Co-Leader of Supply Chain Program Manager (SCPM) Council. • Partnered with SCPM Managers & Product Ops Senior Management in the development & transformation of the Supply Chain Program Manager role from Buyer/Planner.

Led team of Component Engineers responsible for passive commodities as well as Program Managers/Product Owners/L1 tool support team within the Technology & Quality organization.• Championed the development of part number request and AVL management capabilities within the Agile PLM platform (PLS-PCAM).• Partnered with IT to drive performance and stability improvements to Cisco’s part number creation tool resulting in reduction of screen reload times from e minutes to ten seconds.• Chartered and Sponsored DMAIC analysis for MCN Process to improve MCN Cycle times to less than 90 days.

Managed team of Electrical and Mechanical New Product Introduction Engineers as well as Project Specialists responsible for ECO analyst support and MCN Project Management• Leader of Manufacturing Excellence NPI Early Engagement team. Used DMAIC to identify substantial opportunities for Pre-Concept Commit engagement developing a process for co-definition of project goals and metrics to positively impact Cost, Quality and Time to Market. • Led Low End Plant NPI Manager Council consisting of NPIE & NPPM Managers. Initiatives included best practice sharing and process consistency as well as MCN outsourcing and outsourcing of other context activities.• Formed cross BU team of Manufacturing Managers to develop an NPI “Early Engagement” methodology. Piloted process on ISR product in ABU and achieved incremental improvements in cost, quality and time to market over previous generation product.• Partnered with CDO to develop a mechanical design review management tool (Mech-Ferret).• Led MCN late case reduction effort across Low End Manufacturing plant. Reduced plant wide late MCN case backlog from > 25% to <2% in nine months.