• Helped develop roadmap and launched new pricing features, sales trainings, collateral, and supported key partnerships for a product with a $26B client portfolio; team exceeded annual growth target by 10%.• Led 4 creative projects comprised of finance, compliance, and marketing individuals that culminated in 12 new client-facing assets; assisted with client pitches and enabled sales partners to win new business. • Leveraged client testimonials, internal research, and sales team focus groups over 6 months to overhaul GTM strategy with customer segmentation, sales talk tracks, and new brand assets

• Managed inventory and capacity strategy for a segment of 5 products shipping 100Mu annually with $3B in revenue; partnered with engineering and manufacturing teams to ensure smooth transitions of capacity and demand from 14nm legacy products to new 10nm products (NPI) saving $750K in equipment and factory costs.• Worked with engineering teams to improve yield on specific wafer DLCPs to align with key customer demand fluctuations, reducing scrapped inventory by 400Ku (5%) leading to an additional $12M in sales. - Interface with planning, finance, and factory teams to produce product strategies that boost revenue and maintain company competitiveness in certain segments

• Managed factory capacity and supply chain health for Intel’s fastest growing 14nm product at facilities in Puerto Rico, Ireland, Vietnam, and China; overcame unprecedented demand growth of 6Mu to 30Mu (400%) throughout the COVID-19 pandemic due remote learning; met key customer shipments on time and within budget.• Co-led Material Review Board (MRB) process with engineering to identify, test, and overcome significant design defects impacting 2.5Mu (8%) of supply; worked with QA teams to re-test and sell all defective units with significant pricing rebates, saving $11M. • Mitigated COVID-19 supply chain disruptions while growing annual sales 400% to over $350M, leading to two Division Recognition Awards for addressing manufacturing errors and salvaging key account relationships.• Presented to Client Computing Group management weekly on supply chain health, late shipments, and financial impacts, recommended pricing strategies and identified key accounts to prioritize, leading to a 650Ku (18%) reduction in excess inventory and an additional $15M in sales.

- Oversaw New Product Development Planning process consolidation- Ensured process standardization and reduced hourly spend by 50% (over 400 hours annually) leading to thousands of dollars in time savings and process efficiency

Led a team of 5 in creating and presenting a strategic recommendation for our client's potential new product introduction and market entry. Leveraged customer and sales representative feedback and insights to provide a holistic understanding of the consumer experience and market viability.