I am responsible for leading cross-functional teams in the execution of strategic initiatives designed to increase profitability and market share. I have taken the lead in establishing key performance indicators (KPIs) and performance metrics to measure and enhance operational efficiency and accountability. Additionally, I have engaged with the executive team to develop and implement long-term business strategies that align our operations with the company's mission and goals.Key Achievements:• Supervised and directed all global sales activities, ensuring consistent growth and market expansion.• Spearheaded development of business model encompassing direct sales, proprietary designs, and licensing strategies.• Orchestrated design and implementation of an efficient supply chain management system poised to support rapid growth.

Major provider to residential, commercial and industrial customers. My role ended with the successful sale of the company.

I was responsible for overseeing the entirety of the Energy Services Business Unit, which entailed managing strategic planning, operations, and financial aspects. I conducted a comprehensive assessment to evaluate the business unit's viability by scrutinizing key metrics and market dynamics. Additionally, I provided leadership, mentorship, and resources to a diverse team, all in pursuit of increased productivity and the attainment of the business unit's targets.Key Achievements:• Oversaw P&L responsibility for $20M business unit, successfully managing financial performance and driving profitability.• Recommended closure of underperforming business unit, and managed entire shutdown process.• Accomplished closure ahead of schedule and under budget, minimizing financial impact.

I led the end-to-end supply chain and logistics operations, with a primary focus on ensuring seamless and cost-effective supply chain management. I introduced advanced technologies and automation to streamline logistics processes and boost operational efficiency. Moreover, I worked on establishing and nurturing strategic supplier relationships to guarantee timely and cost-effective procurement.As part of my responsibilities, I evaluated the supply chain network and recommended improvements to enhance distribution and service levels, ultimately aiming for a more efficient and effective supply chain management system.Key Achievements:• Achieved substantial reduction in inventory levels, slashing from $48M to $33M in less than two years, optimizing working capital and reducing carrying costs.• Enhanced forecast accuracy, increasing from 50% to remarkable 90%, resulting in improved demand planning and reduced supply chain disruptions.• Implemented innovative sourcing strategies that drove cost reductions and allowed business to navigate challenging economic landscape of 2009 and 2010 without incurring any energy-related cost increases.

Fabless semiconductor business model. New management team tripled revenues and returned company to profitability in first twelve months, and improved gross margins from 24% to 46%. Inventory turns tripled, on-time delivery went from 50% to 99+%, customer leadtimes shrank 40%. Drove replacement of test platform: reduced costs, increased yields, and maximized utilization of third-party test houses. Defined new logistics strategy, from 100% in-house fulfillment to greater than 50% fulfillment by supply chain partners. Upgraded entire IT infrastructure, hardware and software; implemented an outsourced ERP system, a hosted Voice Over IP phone system, and in-house Microsoft Exchange supporting users worldwide. Management style incorporates mutually-established objectives with regular review and measurement. Successfully sold the company to Cypress Semiconductor.

Global responsibility for all procurement aspects of $3.5 billion annual material acquisition. Lead, developed and implemented procurement strategy for hard disk drives to achieve Cost, Quality, Supply and Social-Environmental Responsibility objectives. Drove risk management strategy. Required successful integration with all Business Units (product) and Global Regions (sales.)

Created supply strategy, implemented turnkey OEM structure, lead the Customer Service and Consulting Engineering groups as we rolled out our products. Company purchased by Qualcomm.

Restructured organization, transitioning from bootstrap to growth machine. In the end, though, managed the shutdown of the operations due to loss of funding.

Established Operations strategies for internet security (VPN) start-up. Company purchased by SonicWall.

Responsible for defining and establishing structure and strategy for worldwide commodity teams, global sourcing strategies, Preferred Supplier Program, supplier communications, commodity Benchmarking, overall cost reduction programs.

Supported 35% compound annual revenue growth with no increase in headcount. Reduced product development/intro cycle by 40%. Responsible for compliance with federal regulations: medical devices. Company purchased by Bausch & Lomb.

Multiple divisions and regions.• Semiconductor division, California. Created subcontract services business: wafer fab, assembly, test and materials analysis. • Hong Kong: established regional suppliers to support manufacturing facilities in Hong Kong, Japan, the Philippines, Singapore and Thailand, resulting in cost reductions, logistics simplification, and inventory reductions. Singapore: developed CAD/CAM center; responsibilities included business strategy and staffing, as well as government relations.• Massachusetts. Negotiated software agreements for internal use and resale; major construction projects; telecommunications equipment, services, and networks; development and patent agreements for software and hardware; employee benefit programs; risk management programs. Success due to coordination of Legal, Administration, Human Resources, Information Services, and Telecommunications departments.