Created and coordinated operations organization transitioning from a startup to growing company supporting manufacturing, supply chain, sourcing, sales operations, and logistics. * Orchestrated cost down initiatives on multiple commodities delivering cost reductions of over 12% * Coordinated outsourcing readiness project to for contract manufacturer overseas * Created and deployed S&OP process through Sales Force deployment and training * Instituted quality procedures for supplier qualification, root cause analysis, and coordination with customer service * Oversaw transition to new ERP system

Led a global supply chain organization responsible for regional demand and supply planning, warehousing and logistics, global customer support, and sales operations management. Consistently delivered results in a cash constrained privately held environment through a relentless focus on inventory strategy, process development, and continuous improvement. Implemented inventory categorization system, created strategic targets, and process control which successfully reduced finished goods inventory 30% saving over $15M in working capital. - Deployed S&OP process leveraging analytics and working with sales improving forecast accuracy 70% - Developed suite of inventory reports engaging business leadership by geography and category - Leveraged SAP and IBP to align the finished goods planning process to the forecasting and inventory strategyDrove global improvement program for sales operations team through creation of a matrixed organization supporting regional leaders and alignment around global best practices - Created metrics, KPIs, and routine reporting to drive alignment on objectives and focus on key priorities. - Successfully transitioned North American 3PL provider delivering 7% reduction in warehousing and transportation costs, significant quality improvement, and improved on-time delivery. - Implemented new CRM system positioning customer support team to successfully support new Wi-Fi powered speakers and headphones - Outsourced the duty draw back process to eliminate 2 year backlog and recover $3M in working capital.

Led a global supply chain organization responsible for regional demand and supply planning, global supply alignment and inventory performance. Consistently delivered results in a cash constrained private equity environment through a relentless focus on inventory improvement while maintaining fill rates and ensuring revenue achievement. - Drove forecast accuracy and supply chain responsiveness which reduced inventory coverage by 65% from 77 to 65 days and reduced standard deviation from 11 to 5 days. - Developed S&OP process focused on forecast accuracy and drove improvement of average aggregate error from 7% to 2% and reduced standard deviation by 40% from 5% to 3%. - Implemented automation to increase communication speed and coordination across global SC teams. - Deployed a process that incorporated POS and market data including promotions, category trends, and YOY trends into the forecasting process. - Collaborated with key ODM suppliers to increase supply chain flexibility. - Partnered with key suppliers and decreased supplier lock period by 50% from 120 to 60 days. - Negotiated to allow flexibility for volume and mix inside lead-time. - Leveraged big data on key strategic networked product supporting forecast and budget creation.

Directed a team which managed regional demand and supply planning, and inventory performance in support of the consumer and professional divisions. - Deployed a global S&OP process. - Established a documented and consistent process using standard terminology. - Created globally consistent metrics and consolidated reporting. - Developed a global organization, upgraded the team, improved their technical skills, and developed a systematic approach. - Established a documented and consistent process using standard methodology. - Implemented and stabilized an advanced planning system (Rapid Response) globally. - Collaborated with key North American customers to drive improved information sharing forecast accuracy.

Direct organization with responsible for managing supply chain strategy for the Renal and Transplant and Oncology business units with ~$2B in annual revenue. Coordination of sales and operations planning process, management of international supply chain with internal and contract manufactures, and risk assessment and mitigation. - Lead effort to improve the quality and participation in the sales and operations planning process - Coordinate implementation of advanced planning systems (Rapid Response) - Moving the forecast submission to operations from email/excel based to a supported system which allowed move forecast comparison and improvement work to take place with the business unit - Lead work with lean organization for process development and documentation of manufacturing system and lead times for establishing MRP based system to manage the business plans vs. the excel based activity - Implemented relationship and performance management systems for international supply chain of drug substance, drug product, and finished product manufactures addressing complex supply issues and problems with business unit, regulatory, manufacturing - Improved relationships with key suppliers to help resolve inventory and production issues

Direct organization with functional responsibility for Inventory Management, Demand Management, Capacity Planning, Discontinued Part Management, and global planning. Responsible for business strategies needed in a low volume, high mix Capital Equipment division with $0.8M-$1.2B a year in sales-Implement inventory management techniques that drive proper behavior across a $300M global supply chain and our Contract Manufacturing partner to ensure goals for inventory turns, liability and excess and obsolescence risk are achieved-Reduced Net Inventory from >$100M to $50M, and Liability position from >$250M to $120M on equal level of shipments-Streamlined the Excess and Obsolescence process while delivering an increase in the capability for analysis of supply chain risk, improved the response time of the analysis and drove corrective actions which delivered a reduction in the inventory write offs required of more than 80% vs. the previous 5 years.-Selected by the VP of Operations to lead a cross functional business and IT team charted to develop and implement an Inventory Tool and process, to enable the move to an outsourced global footprint. Project delivered 50% reduction in headcount and improved analytical capability for the business.-Devise and manage upside methodologies that provide a competitive advantage of meeting un-forecasted customer demand well inside of stated lead times which resulted in fulfillment of over $50M of un-forecasted sales-Coordinated the transition plan to drive the relocation of a central global supplier planner organization to Suzhou China to deliver cost savings of ~$750k annually-Oversaw the hiring and training of new staff in Suzhou, while downsizing US based organization with no impact to customer shipments-Influence product activities of our Contract Manufacturer through reviews of key performance indicators in areas such as planning, liability, quality, capacity, cycle times, inventory and purchasing metrics

Manage organization which set and implemented the demand strategy for the production schedule to deliver the desired customer responsiveness. Manage the master scheduling team to integrate sales requests with production plan, manufacturing and test.- Developed and refined demand variation buffering strategies based on improved relationships with product managers in marketing organization combining current market information with statistical analysis to achieve delivery targets on highly configurable platform- Achieved delivery of complete testers with a 98% fill rate. across multiple instrument offering - Drove successful management of the end of life of 3 legacy platforms while satisfying customer delivery needs with out an increase in inventory exposure.- Delivered savings of >$5M through creation of a methodology for evaluating business trade offs of refurbished vs. new assets in support of customer demand.

Directed an organization responsible for managing a $190M / quarter master production schedule, responding to requests from the sales organization, coordinating the activity through material gathering and production process with global activity centers. - Improved responsiveness to marketing change requests by reducing response time by 50% through reorganizing the evaluation and confirmation process. - Coordinated escalations for customer delivery misalignments and resolution which resulted in Teradyne being recognized for multiple supplier awards from key customers- Led project team track which successfully outsourcing production of product lines to low cost regions in China and Cebu with out impacting customer deliveries.- Developed and lead a revised Capacity Planning Process with senior leader ship team integrating marketing forecast and backlog information with material and production capacity availability which reduced the average response time to customers from 13 weeks to 8 weeks and improved forecast accuracy.

Coordinate and present information necessary for revenue risk management requiring consolidation of information on multiple platforms and options, set and manage service level buffer.- Redesigned the buffering strategies to combine historical looking statistical techniques with forward looking input from marketing to allow planning for multiple instruments with >90% fill rate. - Established new process to successfully balance the plan for the capacity constrained high cost Microwave Options proactively enabling us to meet all key customer deliveries- Lead project to explain inventory and liability levels and identify improvement opportunities

Manage material schedule, provide delivery information for customer requests, and resolve customer and material issues for a highly configurable platform with over $25 M in quarterly sales.- Coordination of marketing requested changes, communicated information to the manufacturing and test floor- Developed process to manage capacity on the test and mfg floor- Worked with Supplier Planner Organization for material changes inside of lead time

- Headed Project to update MA RMV field offices to Y2K compliance- Provided internal and external hardware and software technical support