Daniel Sauceda Email & Phone Number

- Actively focus on discovering, qualifying, defining, enabling and managing global projects to completion, on schedule and with planned deliverables. Adept at navigating thru changes and shifting priorities to maintain and reconcile project activities back on schedule, within scope and budget. Project portfolio includes federal government agencies (Department of Defense and Civilian) with an FY22 YTD spend of $600M and corporations (Telco, HPC and HCI) with an FY21 spend of $450M.- Manage large scale programs with cross functional teams: Customers, Sales, Finance, Marketing, Product Group, Engineering, Supply Chain, Procurement, Vendors, Services and Manufacturing to align and improve value chain activities in strategic growth plans, resource management, enablement, supportability of projects, go to market initiatives and new product introduction within a $1B market.- Ticket to entry: lead Federal customer base transition from traditional commodity (high performance, high cost and long product life cycle of 7-10 years) to off the shelf rapid change technology solutions (competitive cost and shorter product life cycles of 3-4 years). Traditionally sold to Federal IT departments and now selling into Federal mission critical objectives as a comprehensive IT solution provider (design engineering and fulfillment). Averaging YoY revenue growth of 38% over the past three years within an addressable market of $3B.- Lead a team of four project managers. Scope of accountability includes PMO implementation, strategic planning, staff training and development, implementation of departmental standards and best practices, and ownership of team culture.- Acquire executive sponsorship to implement new tools (KPI dashboards and reporting, standardized processes and benchmark metrics) to improve speed to market initiatives, sales opportunity conversion rate (90% actual attainment) and resource management, resulting in net new business opportunities with an annual ROI of $50M.

- Managed a variety of complex and high-risk Federal government (DOD and Civilian) customer programs. Design to delivery fulfillment model included capture team, contracts team, sales, engineering, manufacturing, multi-vendors, services and managed deployments across a $415M customer base.- Managed the following value chain strategies: Product portfolio (Client & Enterprise), extended product life cycles, end of product life-cycle transition planning, purchasing cycles, multi P&L’s, regulatory and compliance, NPI (new product introduction), services support, global enablement infrastructure and fulfillment infrastructure.- Analyzed quarterly proof of concept and financial results to acquire vendor funding ($500k seed funding budget), prepare business commentary for leadership with recommendations for strategic business growth and custom engineered solutions for capture of a $500M addressable market.- Executed re-design of Federal’s “Go to Market – Configuration Services” transition strategy for FY15. Designed and implemented re-design operations processes to include manufacturing production layout, production and capacity planning, out of lead order management and first article processing. Changes resulted in Configuration Services STC (ship to commit) throughput improvement from 64% to 91%.- Identified and mitigated project risk factors through analysis of statistical data, financial data and KPIs. Effectively anticipated and managed scope creep in a highly transformative IT business environment.

- Coordinated with internal and external stakeholders (sales, services, contracts, sales operations, finance, logistics, product group, NPI, manufacturing, marketing, supply chain and vendors) to discover, qualify, design and enable comprehensive end to end custom solutions to meet unique and comprehensive customer requirements.- Developed sku based program for payment of services rendered after point of sale, resulting in revenue loss avoidance and a cost recovery increase of 21%.- Developed and implemented standardization and governance of the Configuration Services (CS) intake model. Coordinated with all sales team verticals, CS organization and segment marketing to promote marketing of CS portfolio of services expansion. Provided training to sales teams over Configuration Services engagement model, tools and resources (i.e., SharePoint, pricing schedule, questionnaires, marketing communications, facility tours, service descriptions, statement of work and RFQ templates).- Performed data analysis and metrics reporting to monitor the state of the business to make real time adjustments to operations, strategic planning and initiatives throughout the fiscal year. Measurables included: volume forecast versus actual, sales opportunity conversion rate (actual 84% attainment), staffing, cost recovery, units per labor hour production throughput, ship to commit (actual 94% attainment), delivery to commit (actual 96% attainment) and missing, wrong and damaged (actual .9% defect rate attainment within profile).

- Interviewed, hired, coached and managed 20 - 45 employees across multiple manufacturing departments. Focused on employee development and job enrichment by building cohesive teams, coaching, mentoring, administering disciplinary action and providing departmental cross training opportunities. - Managed manufacturing teams (kitting, build, quality assurance, packaging and shipping) that ran across three different shifts (24x7) and managed to hourly production metrics (units per hour, units per labor hour, factory throughput attainment and ship to commit) to make real time adjustments to align with JIT (just in time) production goals and lean manufacturing benchmarks.- Developed and implemented a 28% OPEX savings staffing model by re- organization from 78 to 56 personnel in outbound shipping department. Consolidated roles and responsibilities, implemented workforce flexibility thru department cross training and eliminated procedural redundancies. Production attainment metrics improved by 4.2%.- Co-Led BPI Green Belt (Six Sigma equivalent) that redistributed manufacturing capacity vs. yearly Master Sales Plans to improve ULH (units per labor hour), minimize over-time expenditures and mirror OPEX benchmarks in best-in-class manufacturing facilities. Savings recognized, $2.8M (Green Belt Project #27562).- Coordinated with network logistics carriers to sustain domestic and international freight within contractual and industry standard service level agreements.Continually managed and qualified network of contracted logistics carriers versus industry and OPEX benchmarks. Successfully transitioned domestic and international network of carriers between two manufacturing facilities, resulting in overall cost savings, export documentation compliance, ship to commit and delivery to commit improvements (emphasis on international shipments).