Douglas Jordan Email and Phone Number

• Visited customers, with and without sales representative, to maintain existing relationships, develop new ones, and comprehend customers’ current and future needs• Collaborated with executive management to define new sales options for customers unwilling to commit to tradition Engineer-Procure-Construct project execution model• Created customized PowerPoints for presentation to customers to address their specific needs and concerns• Manned company booth at IEEE and attended conferences to interact with a wide range of perspective customers• Documented customer interactions (email, phone, and in-person) in QuickBase® database application for internal distribution and review• Expanded potential customer base throughout western United States with a focus on investor-owned utilities (IOU), renewable developers, and municipalities• Evaluated and identified key accounts based on their perspective projects, forecasted capital spending, and internal resource allocations• Developed sales representative network for western half of the United States by signing three new companies; educated each individual field representative on Beta’s unique/competitive characteristics• Authored Transmission/Distribution Sales Representative Operational Guidelines to define the interactions between Beta and individual field representatives• Authored documentation detailing Beta’s technical capabilities; information submitted with proposals• Rewrote company Statement of Qualifications for distribution to new customers and contacts• Trained and empowered newly hired business development manager’s for face-to-face interactions with perspective and existing customers within their territory• Successfully transitioned from an engineering position in consumer electronics to a business development manager in the utility market

• Initiated new project management position to act as the single point of contact for global rework projects – recognized the need for organization and central communication for projects; position did not previously exist• Manages world-wide rework projects – became the single point of contact for engineering expertise, project expectations, and communication to regional teams and management• Empowered regional quality engineers to successfully perform reworks through shared documentation, training, and on-call support• Collaborated with R&D/software/firmware engineers and manufacturing teams to design and document rework procedures for repairing inkjet products• Authors process documentation to support rework projects and investigative audits – documents were leveraged by world-wide distribution centers and manufacturing partners• Established and presents daily, weekly, and monthly project summaries to cross-functional management teams – provides clear and concise information to allow upper-levels of management to make sounds decisions on quarterly inventory and missed revenue• Optimized rework processes and communicated to all regions to ensure highest sustainable throughput while maintaining quality• Collaborated with Customer Satisfaction group and Sustaining Engineering team to design Early Exposure Test (EET) for evaluating newly released products – procedure uncovered >12 significant product defects in first 12 months of use• Documented/published EET processes and trained HP and factory personnel on how to conduct testing• Designed/established Product Launch Process Instruction review procedure to improve factory quality of Factory Finished Goods Inventory (FFGI) for new products – procedure resulted in zero (0) FFGI failures in 2011, saving >$300k in regional rework expenses• Facilitated improvements of factory processes through onsite inspections and weekly collaboration meetings

• Utilized practices of Configuration Management to communicate product requirements and specifications to Product Completion Center (PCC) for build of Final Goods Inventory (FGI)• Authored procedures to define build process for FGI – Developed the foundation for all process documents for • Collaborated with PCC teams to successfully launch New Product Introductions and establish production cost for each SKU – optimized production lines to drive cycle time lower without impacting product quality• Collaborated with regional planning and account managers to ensure rework activities were executed to meet the regional demand• Engineered reflash and reworks activities to address quality issues• Facilitated transfer of local FGI responsibilities to overseas factories for FFGI – communicated regional requirements, provided technical support, and trained new product teams in China/Singapore

• Expanded existing process into a proactive safety program for all new equipment for Inkjet Business Unit – new process saved as much as $100k and 6 months of down time upon delivery of each piece of equipment• Evaluated all custom-built equipment during design and development phases against accepted global standard summarized in Safety Specifications for Machinery and Equipment (SSME) – proactive process allowed for efficient response to safety issues without having to rebuild equipment• Collaborated with HP engineers and equipment manufacturers to ensure all equipment, including production, development, test, and prototypes, met accepted global and legal standards• Reduced cost by 75% of 3rd party electrical inspections by coordinating into grouped audits and through implementation of proactive SSME evaluations• Managed all equipment safety activities for San Diego site and coordinated all efforts with local EH&S

• Applied fundaments of System Safety (MIL-STD-882C/D) and hazard-based safety engineering to analyze military tracked vehicles for risk – vehicle families included Bradley, M113, and DARPA experimental programs• Coordinated with subassembly design engineers and project managers to brainstorm and determine mitigations and initial/residual risk• Utilized HazTrac® to document each safety issues and track the relevant mitigations, assigned severity and probability, overall risk• Facilitated government meetings to review safety issues and implemented/proposed mitigations• Authored government-required documents to the Department of Defense, summarizing safety and health hazards for each unique vehicle – Safety Assessment Report and Occupational Health Hazard Assessment Report• Authored safety engineering section of business proposal for $8B military vehicle project for US Government• Pursued opportunities within the company to increase the workload and exposure of the Specialty Engineering group by finding new projects or areas where safety engineering could be used to improve vehicle designs

• Managed individual sales projects from receipt of order through development, manufacture, and delivery• Earned the privilege as the Lead Product Engineer through my organization skills and engineering knowledge – resulted in becoming the primary interface between manufacturing and the customer to communicate issues, solutions, and ensure customer satisfaction• Drove project schedule and successfully delivered 90% of units within customer’s timeline – on-time delivery was never accomplished or considered necessary prior to my date of hire• Implemented the companies first safety program – leveraged skills and knowledge from previous employment to identify, develop, and design ANSI warning labels, change machine logic to provide safer operating environment, modify machine design to eliminate hazards, and review and implement OSHA CFR for compliance• Developed internal project schedule macro for Excel to track individual projects to ensure each milestone was successfully met• Maintained customer product history of unique equipment specifications, part drawings, and purchasing and engineering details• Designed custom components to meet or exceed specifications of the sales contract – included logic design, elevated paper dispensers, remote control stations, improved safety guarding, and mezzanine systems