Dariel Polanco, Mba, Msba, L6Σbb/Lssbb Email & Phone Number

Miami-Fort Lauderdale Area

Miami-Fort Lauderdale Area

• Led team of 10 to reduce global service inventory by 20% in a one-year span ($15MM to $12MM).• Developed new contract product offering for target key account customers that was estimated to generate an additional $500k in annual revenue with a 50% profit margin.• Oversaw $30M of annual revenue from service spare parts. • Conducted elasticity analysis on $30m spare parts business by analyzing volume + pricing of spare parts by product line category to understand best approach for increasing revenue. • Led e-Commerce initiative to accelerate sales of service spare parts onto Beckman.com

Miami, Florida, United States

• Led team of 10 service leaders to reduce global service inventory by 20% in a one-year span ($15MM to $12MM) • Increased total service revenue across 225 global distributors by 10% in a one-year span ($8MM to $8.8MM) via new product offerings and market penetration of current offerings• Assisted in the streamlining of our nearly 50k global service contracts worth $210MM annually by reducing the number of individual and unique service offers by 33% • Researched our fixed revenue multi-year contract base to understand the impact and risk exposure of inflation on the Service Organization’s total $300MM P&L. Analysis centered around product lines, regions, contract type, annual value, years left on contract, customer base, age of instrument base, legal counsel, etc. • Led team of 11 employees across 5 different functions (Data Analytics, Marketing, Finance, Sales, Technical Support) to construct a daily management dashboard that allowed the Global Service Leadership Team to keep track of the top 4 key metrics (Revenue, Service Backlog, NES Score, Resolution Completion Time) • Completed global analysis of nearly 200k of instrument install base to understand best strategic, operational, and competitive move for organization going forward. Analysis centered around product lines, regions, customer base, third party support, head count, resource constraints, contract base, age of instrument base, growth, etc. • Benchmarked Beckman Coulter Life Science Service Contracts with those of over 120 competitors across 3 different contract tiers, 4 separate product lines, and 5 global regions to understand competitive landscape and propose new enhancements to current service offerings portfolio• Developed a sales playbook to help new and current employees understand how to value sell new service contracts to customers• Developed competitor pricing log database to capture and benchmark competitive service offers captured on the field.

Miami-Fort Lauderdale Area

• Six-year accelerated development program with Danaher Corporation where participants rotate among 3 key functions (Product Management, Operations Excellence and Commercial Leadership) with the goal of training and developing the next generation of General Managers and/or Vice Presidents.

Miami, Florida, United States

• Exceeded first month’s sales quote by 27% through company provided sales script and product training of insurance offers• Was ranked #1 in first two months among new insurance agent for number of sales leads closed and total dollar size of sales

Charlottesville, Virginia, United States

• Generated over $100k in revenue during first 9 months of new business line (imagery sales business)• Streamlined quoting process for over $500 million worth of potential earnings for imagery sales business by creating pre-quote pricing template, reducing time from request for quote to final quote to customer from one month to 1-2 days average• Authored 10 new standard work documentation instructions for new hire employees, some of which include instruction for processing quotes, onboarding checklist, and glossary on company/industry acronyms. • Originated email nurture stream process by creating 24 email nurture templates across five customer engagement classes to build targeted messages to leads and guide customers through customer buying journey• Composed five brochures to build brand awareness and educate customers on product offerings. • Led a quarterly presentation with C-Suite leadership team on progress of imagery sales business line, focusing on win rate %, pareto investigation on lost deals and customer segmentation analysis• Drafted five blog post to better educate customer on satellite imagery business, focusing on topics such as case studies, product offerings, and industry partners.

• Launched LinkedIn Sponsored Message Campaign, gaining 220+ impressions and averaging a click-through rate of 45% in over a span of two weeks• Composed 20 organic social media flavor post for flavors market across Twitter, Facebook and LinkedIn• Supported the team’s SEO/PPC strategy by providing team with keyword analysis on competitor’s websites as well as new flavor webpages• Collaborated with team in order to increase the number of pages on flavors website by 300% (from 2 pages to 8 pages)• Created three call to action on main flavors page in order to have prospective customers register into our Marketo Database• Brainstormed over 8 different topics for the flavors market, adding key personas and key topic areas to focus on• Implemented over 8 different 3rd party advertisements (16 banner ads created total) across 3 different publications through the end of December 2020• Assisted with the development of the FlavorCon Webinar by inviting 66% of the final panel and formulating the initial 19 slide PowerPoint deck• Drafted over 14 emails for email nurture campaign across different stages of customer journey (Awareness, Discovery, Choosing)• Constructed 11 page 3rd party advertisement standard work• Designed 2 flavor personas guides to better familiarize team on key characteristics of target market• Drafted Pall Visibility Playbook detailing overview of visibility + lessons learned from project• Recorded video detailing how to utilize LinkedIn Campaign Manager for future paid ads• Designed 10 templates on different digital marketing framework to implement for future visibility projects• Authored KPI template so that future users can estimate visibility metrics based on pertinent parameters• Defined KPI metrics that will be tracked regarding the effectiveness of tactics (Ex. # of new contacts, # new sites, open rate, CTR, MQLs, EV, IOV, Lead value, sales conversion rate, SQL, Engagement %)

Miami/Fort Lauderdale Area

• Managed 12k SKUs utilized across 9 different major repair and overhaul shops at a site that generates $100m/year in revenue• Reduced hydraulic shop shortage from 80% to 30% by working directly with supplier & distributor to burndown overdue PO list and by providing better forecasted demand to supplier & distributor over next 12 months • Increased forecast accuracy of over 500 active units in plant by 8% by coordinating with both the Finance and Program Management Office to better align our forecast for the next 12 months• Created labor utilization database that identified labor shortages across entire site, leading to 20% increase in workforce• Reduced total part shortages by 30% via a monthly leadership review session to align inventory with future 12-month demand• Created and automated reports across Materials Department, content of which includes shortages, SIOP, rotors, kitting, goods in transit, purchase orders and inventory, health chart• Trained and on-boarded two new team members in Materials department

Farmington, Ct

• Completed a two-year rotational program with United Technologies Corporation where I rotated among 3 roles specializing in Supply Chain Management, Quality and Manufacturing, and across 3 of the company’s 4 business units. • Received guidance and coaching from executive mentors, OLP alumni, and program champions at each business unit.• Graduated from OLP with 100% ACE Associate Certification and 16% towards ACE Practitioner Certification

West Palm Beach, Florida Area

• Co-led a pilot across 10 new product programs to streamline Passport Review Board meetings by reducing attendance by 50%, reducing slide content by 30% and decreasing length of passport review meetings by 40%. • Led a team of 6 in creating a Passport Review Board governance and risk maturity tool to better classify and categorize all of the company’s new product introduction projects through such parameters as quality, supply chain management, marketing, technology, team maturity, manufacturing, and engineering• Managed Passport Review Board process for all of company’s new product introductions, including tracking monthly scores, escapes, turnbacks, schedule cadence, etc.• Developed a SharePoint site for the Passport Review Board to better streamline processes and procedures with internal stakeholders• Implemented corrective actions through Relentless Root Cause Analysis (RRCA) utilizing Market Feedback Analysis (MFA) on top issues• Created PRB attendance tracker to monitor attendance of voting members for Passport Integrity

Jamestown, Nd

• Co-led a project with site logistics, manufacturing engineering, ACE, and Bangalore logistics in order to increase the number of 787 kitting platters flowing across the factory. Towards the end of my rotation, I increased the number of active kitting platters from 20 to 80. Also, I identified an additional 101 kits for 777LL that the site can utilize for the kitting platter process. • Led a team of 9 production planners in reducing site’s Aged WIP by 20% and in reducing the site’s days aging metric by 10%• Managed the sites’ production planner sequencing tool for cargo trays, side guides and ballmats in order to reduce the number of turnbacks, improve material flow and increase efficiency• Automated daily TAKT calculator and S curve metrics for all 11 long bed work centers of machine shop to support daily TAKT metric and lean assembly• Worked with ACE/Continuous Improvement office to developed a map of entire assembly areas after reorganization of factory layout

East Hartford, Ct

• Increased sole sourced supplier’s capacity 120% by outsourcing vendor’s bottleneck production process to third party • Reduced TAT of fan blades details shipped via extensive engineering and quality review process by 33%• Reduced 5k part overdue quantity within first 5 months by creating delivery assurance action plan with suppliers• Automated fan blade team's weekly deliveries tracker, helping to save over 22 hours in labor per year • Fully transitioned new supplier by completing all necessary transition requirements, such as FAI and Gate C• Doubled PO coverage on all managed parts in order to support commercial NGPF production ramp• Reduced RNA/PPX metric from high of $90k to $0• Completed all eSRIs with an average TAT of 1-2 days• Reduced SNR metric from high of $110k to $10k

Miami/Fort Lauderdale Area

• Co-led a consignment project with major suppliers in order to move over $30 million of inventory into consignment program for better inventory and cash flow management• Managed over 25 buyers per week on via training program and education on proper utilization of Material Resource Planning tool. • Conducted a Sales analysis for the Global Sales team, ranging from U.S. to Latin America to EMEA to Asia, on parts with high revenue-generating potential based on previous trends in the market; Analysis led to Sales of over $10 million• Managed Bill of Distribution to over 400 active warehouses from procurement material resource planning tool (JDA) in order to maintain 95% on-time delivery schedule • Reduced buyer queue sizes by 38%, with one commodity (Perishables and Lighting) being reduced by over 50%, through setup and implementation of processes with Quality to review excluded inventory, Operations to review missing lots, Sales to review past due orders, and Supply Chain to remove small quantity buy signals from queues• Worked on Capacity Program for 1,600 parts with top 3 supplier in order to increase margins by 20%, achieve cost savings of $2.5 million and obtain a reduced lead time from 60 weeks to 14 weeks• Increased overall pipeline health of entire part population (200K parts in total) by 5% by actioning 10K unhealthy parts with a buy or expedite signal within part lead time• Identified over $2 million of open PO orders for new supplier relationship transaction in which we can receive stock at a discounted price of up to 30 percent while also lowering the lead time we received the item by up to 25 weeks.• Improved commodity forecast of over 18K parts in ITF/Pins class by 5% in a three month span through various forecasting methodologies, including removing annual contract forecast, spikes, and forecast on non-contract parts with no recurring usage

Miami/Fort Lauderdale Area

• Improved the $50 million business jet program’s forecast accuracy by 20% through implementation of monthly S&OP process review with Sales • Implemented min-max forecasting methodology with business jet programs on spares $10 million program and blanket SO’s $7million program, improving the forecast accuracy on over 7K parts by 32%.• Conducted a gap buy analysis on over 17K parts with open sales order in system that had no stock to cover demand and were set to ship next quarter; ultimately led to the action of 328 orders worth over $1.5 million• Identified over $2.5 million in excess POs for $15 million business jet program with potential to realign receipts from Q1 to Q2, allowing for better cash flow management• Identified over 1,900 Blinds and Rivets parts with excess POs of over $4 million to be received in Q3 with potential for realignment based on in-house inventory levels and projected 12 month forecast• Identified over $1.7 million worth of excess POs for order book alignment in Q4 from top 3 Blinds & Rivets suppliers in order to better manage cash flow• Aligned forecast to over 25K business jet parts through bin stratification in order to align monthly forecast to actual customer usage, increasing forecast accuracy by 16%• Managed End of Life process for over 3K Blinds and Rivets parts flagged as unhealthy, improving the pipeline health by 5%• Improved the Blinds and Rivets commodity (16K parts) forecast accuracy by 5% through analysis of over 5K parts under various categories (COGS, velocity, spikes, forecast/usage ratio, etc.)• Decreased forecast to over 16K parts in business jet program in anticipation of holiday shutdown period, leading to a total savings of over $8 million

Miami/Fort Lauderdale Area

• Analyzed over $500 million of global vendor spend data spanning over 1,000 vendors through various commodity categories in order to identify potential savings opportunities• Assisted in the development of a website that increased the presence of the Global Procurement Group to over 10,000 McKinsey employees worldwide• Participated in a $2 million cost savings project for over 104 sites worldwide through a global click-cost initiative for over 2,000 printer, scanners and copiers• Identified over $30,000 in unclaimed fund property in over 19 states through the U.S. Department’s Financial Controller’s Office• Contributed to over five Domestic and International third party vendor screening processes through an online tool that helped to reduce the risk associated with unknown merchants• Streamlined over 300 entries of vendor spend, contract type, expiration, and stakeholder information in order to increase transparency to upper management• Acted as liaison to over 100 new contract renewals between McKinsey stakeholders and vendors• Inputted over 1,000 new entries of new merchant information into global contracting system in order to increase communication and transparency of vendor data to the management team • Categorized over 500 vendors into specific commodity categories in order to negotiate new savings terms with American Express• Categorized over 30 office supply vendors into various categories in order to strategize new cost savings initiatives• Restructured spend system for over 100 employees to a new software system in order to streamline viable spend

• Created a part flagging tracker for all Line Replacement Units in order to identify part shortages • Created a forecasting tool utilizing 5 statistical analysis tools in order better predict demand for the rotable pool• Developed standard work for the Materials and RCA department that included adding process mapping visual for clarity to procedures• Created a database for the Quality department that allows them to store and keep track of over 150 employees internal records for increased visibility of stamp and signature approvals on shop floor • Assisted in the creation of a planning tool for the Electric Lean Line by identifying critical and shared part needs for continuous flow on the shop floor• Conducted an analysis of all Avionics LRU and associated part numbers in inventory in order to quote Phoenix site total amount. This led to over 4,000 parts being identified worth $200,000• Created a customized health pilot chart for 787 shop, MELE 1+2, and rotable pool in order to better plan for inventory level and flag critical parts needed • Conducted quarterly Excess and Obsolete analysis, which identified over $160,000 of overstocked parts in site • Utilized statistical analysis on over 70 KITS in order to identify minimum and maximum inventory levels. This analysis helped to reduce excess inventory and work-in-progress• Participated in over 7 ACE QCPC Steering Committees in order to identify process improvements for the Materials department• Updated database for over 60 KITS in stock in order to reflect current market prices in system. This led to an overall price adjustment of over $160,000 • Identified over 500 underused parts in inventory that can be returned to our distribution center. This led to an estimated savings of over $300,000 for the company

• Assisted in the management of the University's $300 million portfolio by aiding in the the analysis of a liquidity stress test and supported the school’s various asset classes• Provided assistance to University's Investment Committee through planning and development of the agenda, materials and guidelines• Resolved issues with the Treasurer regarding bond compliance, liquidity status, financial performance, and debt management• Participated in special projects and administrative tasks designated at the direction of the Treasurer and Treasury Manager

• Assisted site assessor in evaluating International Trade Compliance guidelines for the Canadian Maritime Helicopter Program• Supported an 8% cost reduction in program’s cost of poor business quality through strategic benchmarking of business units• Collaborated with ISS Program Director to manage a selection process in support of the risk reduction training event in Canada• Reorganized Canadian Maritime Helicopter Program database in order to streamline file access on shared drive.• Analyzed Cost of Poor Business Quality (COPBQ) data in support of the site’s ACE metric by tracking and estimating unnecessary cost expenses• Improved standard work to help track actual and planned cost efficiency• Worked with Contracts and Counsels Manager to identify thousands of files on the program drive containing information related to a specific MHP activity• Created draft standard work for the International Trade Compliance Gate 3 assessment of business process in order to mitigate export compliance risk to MHP site

• Collaborated with management in leading a group of 14 representative managers to assist customers in loan modifications• Ensured compliance with Department of Justice by implementing such programs as Home Affordable Modification Program and Home Affordable Refinance Program• Supported management in completing daily reports and projects from the upper-level legacy asset management staff• Responsible for all accounts payable and inventory management for Customer Assistance Center in order to ensure efficient operations

• Prepared a proposal worth $4 billion to the United States Air Force for combat ready maritime helicopters by crafting a story board with key performance metrics and after market service capabilities• Executed an export self audit on Canadian Maritime Helicopter Program to ensure compliance with U.S regulatory agencies• Constructed a detailed report of a contract’s binding agreement with a third party to ensure litigation and compliance is upheld • Facilitated administrative in updating databases daily with such categories as training requirements, deadlines and network access• Co-led in the transition from one enabling system to another by populating a file with copies of all records which included attachments. The task mapped over 1,000 records• Participated in QCPC and standard work projects for ACE in order to ensure process improvements were implemented• Updated the SIPOC standard work by arranging meetings with process owners and IPT leads, addressing concerns that needed resolution• Created separate diagrams that demonstrated strengths and weaknesses in SIPOC process workflows• Updated and streamlined the process for standard work by generating a database with hyperlinks to all CMHP standard work. This site map improved accessibility and efficiency.• Processed turnbacks for the MHP-92 site to resolve customer issues• Led ergonomic assessment group in conducting examination on employee’s working environments to ensure safety in program

Master Of Business Administration - Mba, Global Business

Clubs and affiliations: - Hispanic American Network at Darden (HAND) - Consulting Club - General Management and Operations Club (GMO).

Master Of Science - Ms, Business Analytics, 3.87

Bachelors Of Business Administration, Finance, General

Graduated with Highest Honors- Summa Cum Laude Class Rank- Top 2% of Class Dean’s List - All Semesters Won the following scholarships.

Bachelors Of Arts, Economics

- Co-Founder- Phi Eta Sigma (2013) - Editor- CUIBE Journal for Global Business and Community (2013) - Treasurer- International Business.

Yale Global Pre Mba Program

The Yale School of Management Pre-MBA Leadership Program is a highly selective, two-week summer program aimed at college sophomores.

Summer Venture In Management Program

The Harvard Business School Summer Venture in Management Program is a one week management training program aiding participants develop.