Influential Leadership/Team Building: Repeatedly challenged with taking on leadership roles in extremely difficult mission critical situations either through direct assignment by executive management or naturally by providing leadership direction. Repeated success turning around situations, where there had been repeated failure or lack of progress, by getting all stakeholders to clearly define problem, focus on key objectives, develop a baseline plan and execute as a team with continual feedback and support to achieving objectives; Delivering Operational Excellence: Consistently introduced structured Quality Management Concepts/Practices; Lean, Visual Factories, Six Sigma, to organizations/operations which were out of process control and proactively engaged cross functional stakeholders to drive to best in class performances for mutual success on behalf of the customer;Leading Business Strategy: Ability to identify clear understanding of what the market place needs and values from their suppliers; able to turn that into a simple vision and plan that can be articulated to the internal company stakeholders to be executed for the mutual benefit of the customers and company; Driving P&L Growth: Consistently found ways to add product and service features to add value that customers would pay additional dollars or a premium as well as multiple ways to reduce expenses by design, operational efficiencies, negotiations and employee involvement by tens of millions of dollars;Exceeding Customer Expectations: Exceptional Account Management “customer facing” skills to clearly define customer attributes for success, communicate requirements across company enterprise and lead execution to delight customers in multiple international countries. Focus is on developing detailed Scope of Work on deliverables while communicating and executing to that plan. First person selected to lead customer critical crisis situation that can be project dependent or customer specific;

Asked by Group President to take leadership role to help lead rapid growth, enabling recently formed modular server room manufacturer to meet surge in demand for extremely aggressive timelines/ specifications for top market leaders in mission critical data center space. Responsibilities include developing leadership team, building out infrastructure for program management, supply chain, design engineering, quality, human resources, finance and safety.• Created a project focused organization with each position well defined including reporting structure, roles, responsibilities, processes, key performance measures. Established, organized and defined processes:• Program Management Office for scheduling, tracking all projects from RFQ through Delivery• Defined Stage Gate process to manage each step, ownership through Order Fulfilment Cycle• Structured/define Goals/Objectives to align management team with Stoplight Dashboards to track progress • Establish Supply Chain function to enhance Master Planning/Scheduling, supplier quality, inventory mgmt.• Transformed Manufacturing to “Visual Factory” utilizing 5S, Lean, Kaizen, Pull Systems, Dashboards• Enabled organization to double output in six months

Vice President, Equipment OperationsRequested by COO to take leadership role for installation of $1B furnace equipment with extremely aggressive timelines/ specifications for top 5 industry leader. Responsibilities included Account Management for customer site personnel and four large (1,300 employees) construction companies building out infrastructure ($350M) for 1.4M sf building:Recruited/staffed 300 people in less than 2 months to support rapid start-up and installation of 2K Furnaces in less than 7 months, continually reshaping plan to adjust to numerous construction/material conflicts, maintaining budgets/schedules:• Structured/documented installations into quickly learnable tasks over 2 shifts, 7 X 24 schedule• Developed/implemented on-site mfg cells for sub-assemblies; reducing install cycle times by 1/3, saving $5M• Created LEAN visual pull systems to control material flow: vendors to off-site warehouse to mfg cells to install floor• Implemented quality systems approach to drive data collection, metrics analysis and proactive corrective actions• Created tight alignment with vendors for rapid escalation of newly identified parts defects or process issues• Established multiple communication channels with all stakeholders eliminating information/decision flow bottlenecks; accelerating speed of facility build-out and installation of equipment

Asked by COO to take on recently acquired $25M sapphire materials business to bring operations from long term entrepreneurial state to current manufacturing best practices and techniques, driving safety, quality and production efficiencies with strong connection to customer satisfaction: • Integrated with local Operations and Sales Teams to streamline/align complicated process from Sales quoting through Order release to Production to communications/coordination with customers on shipments.• Greatly improved overall visibility on factory operational activities driving OTD/customer satisfaction• With improved visibility able to drive margin improvements of 10% with goal of > 20% through higher yields• Worked closely with Sales/customers on complicated sapphire acceptance specs to get to “what matters”; positioning business unit for significant step function in yield/margin/profit improvements

$1B provider of specialized production equipment, process technology and services for the solar power industry.Recruited by executive team to accelerate growth of service business in emerging clean tech solar market space. Responsible for building "industry leader" in service support that added value to company’s product offerings, developed aftermarket service business while delighting customers. Reported to SVP, led service team of 120 professionals, distributed in 4 countries through 7 direct reports; $13.4M budget • Re-engineered service from a collection of service techs doing installations to a “value add, customer facing” service operation providing installation, warranty, consultative services and aftermarket rapid response consumable parts.• Enabled service cost efficiencies of 2X to revenue generated while expanding capabilities to new support offerings and timeliness of service deliverables• Enabled surge in installations and equipment revenue from $50M run-rate to $500M in less than a year• Drove operational improvement in execution and fiscal performance with focus on Dashboards, MBOs and quality systems approach through data collection, metrics analysis with proactive corrective actions. • Grew service revenue; $5M to $24M in 18 mo, creating marketing roadmap, making GT easier to “do business with”

$2M start-up company with innovative new clean energy technology, targeted to grow to $100M in 5 yearsRecruited by CEO to build Operations for entrepreneurial start-up to scale from $2M in production to $100M/yr in 5 years supporting quality demands of Fortune 500 customer base; Reporting to CEO, responsible for 40 employees, with 8 direct reports; led functions: engineering, mfg, supply chain, project management, service, quality, IT and safety; $9M budget.• Drove manufacturing capacity up10 fold (20 units a year to 200 in 2 years); set scalable foundation for future growth.• Reduced business complexity; headcount, engineering burden, capital investment, overhead expenses, cash burn and accelerated product deliveries by spear-heading change to Business Strategy/Operating Model.• Led all initiatives required to move the business to modern 45k ft² manufacturing facility; Radically improved work environment for R&D development, manufacturing efficiency, employee morale; Transformed vendor supply base to achieve scale and quality standards.• Re-won customer confidence by turning around 5 in-house customer projects (~$3M) that were 6 to12 months late.

$400M metrology, data storage and compound semiconductor/capital equipment company$70M compound semi capital equipment divisionRequested by CEO to lead rapid turn-around of recently acquired $70M compound semi equipment division having severe operational problems, losing millions a quarter due to; employee morale, equipment design, manufacturing execution, financial reporting and customer dissatisfaction;. Reported to President with full P&L responsibility, led 150 employees with 8 direct reports; Sales, Marketing, Engineering, Advanced Technology, Mfg, Supply Chain, Project Management, Service, Quality, Human Resources and IT; $55 million budget.• Drove increase in market share on > 20% revenue growth to $85M; Partnered with Finance to put in fiscal controls to drive division to break-even in 18 months, Re-engineered operations, installed SAP in accelerated six month time• Reengaged workforce & commitment that drove shipping to record levels: $8M first month on assignment • Stopped market share erosion: Rebuilt product marketing function, drove next generation tool development and released major CIPs (Bridge-Tool) to customer in 9 months improving quality metrics in all areas by factor of 3 to 6 times; and lead “Proof of Performance” (customer satisfaction) program

$70M annual revenues, 250 employee global service organizationRecruited by CEO to create high quality global service organization to address persistent customer complaints on service quality of Veeco’s 5 separate business divisions impacting product revenues/profitability. Reporting to President created and led service management organization, 250 employees with 12 direct reports; Marketing, Finance, HR, Training, Supply Chain, IT, Quality, Technical Support and Field Management; $45M budget,• Drove service revenues from $40 to $70M in 15 months while costs increased only 10%; increased customer satisfaction by 20% first year; Improved installation, warranty metrics by 50% savings millions of dollars• Delivered rapid assessment of divisions, country sales territories and customer stakeholders to develop clear problem statement, identified customer requirements for success, identified service gaps, created set of objectives and drove a detail Scope of Work, got buy-in from all the Veeco stakeholders including the CEO. (Special Assignment) Vice President/General Manager - Data Storage Division (July 04 – Oct 04)$120M annual revenues disk drive equipment manufacturer, 500 employeesChallenged by President to help turn-around under-performing Data Storage Div. with persistent negative earnings. While holding VP Worldwide Service role, accepted GM leadership role for Data Storage leading functions of Marketing, Sales, Finance, Engineering, Service, Mfg and Quality; 500 employees with 7 direct reports.• Raised gross margins by 10 points, turned business from losing millions in a quarter to $7.7M profit in Q2 05; Led re-engineering of all internal processes driving zero performance for On Time Delivery (OTD) to > 90% in one year• Drove improvements through customer satisfaction that won top customer (Headway) President’s recognition as “model vendor” from “worst vendor” in one year with “Proof of Performance” Program

$300M semiconductor automation and software capital equipment companyAsked by CEO to turn-around non-performing manufacturing operations for $200M Div. in great distress with serious backlog of overdue orders & new product introduction problems/delays. Reporting to EVP AMHS Group, led 200 employees with 5 direct reports, Mfg, Mfg Eng, Supply Chain, Quality and Finance; $75M budget.• Used outsourcing to simplify business model, accelerated cycle time and output by > 40%, reduced parts shortage by 70%, improved vendor quality for OTD by 30%, achieved positive 6% PPV Re-won irate customers with no cancellation of booked orders - $200M in backlog.• Developed and implemented new manufacturing business strategy doubling output in first 4 months, added another 50% output over next 4 months; Consolidated 5 locations to 1 in 18 months, lowered manufacturing costs by 50%.• Re-engineered Operations; implemented Product Management Life Cycle; reduced backlog from 1 year to 6 months.

$150M semiconductor automation and software capital equipment companyRecruited by CEO for newly created position to transform PRI Service from fragmented service operations frustrating customers, costing millions, into a high performance team driving service revenue/profits while delighting customers. Reporting to EVP Sales, designed, developed, implemented all facets for worldwide service operations; 350 employees with 12 direct reports; Finance, HR, Training, Supply Chain, IT, Quality, Field Management for $150 million equipment company. $40M revenue, 35M budget• Achieved Top Ten ranking in VLSI Customer Satisfaction Survey in 2nd year.• Reversed negative 27% margins and drove it to positive 25% margins on $40M in revenues in 2 years.• Drove 30% reduction in installation times, reduced warranty costs by 25% saving > $5M each year.

Recruited by SVP Worldwide Service as service subject expert to build one high quality global service operations from 3 recently acquired companies with collective rankings in the bottom of the VLSI Customer Satisfaction surveys. Reporting to SVP, led design, development and implementation of all facets for worldwide service operations: (Finance, HR, Training, Supply Chain, IT, Quality, Field Management). Directly responsible for North America Service; $27M revenue, 40M budget, 7 direct reports, 500 employees.• Drove VLSI’s Customer Satisfaction Ranking from 22nd to 9th in 18 months.• Earned recognition (at IBM East Fishkill plant) as benchmark for “other vendors to emulate”.• Recruited, trained 200 employees in 15 months. Reduced turn-over >15% to < 4% improving customer satisfaction.• Doubled revenue from $14M to 27M in 2 years, improved organization performance 30%.

.$1.5B defense, semiconductor and analytical instruments high tech capital equipment companyDirector, Marketing, Administration, Technical Support WW Service Operations – Analytical & Biotech Instruments -$800M analytical and biotech instruments capital equipment division (1987 - 1995)• Hand-selected by SVP Sales and Service to lead integration of two separate companies into one $800M, 1000 person Sales and Service Group supporting 25,000 customers• Led and directed development and implementation of first “Virtual Office” for Service; closed 55 field offices saving $10M annually, reduced service engineers from 500 to 350 while handling 20% more calls, reduced field inventory $35M to 12M.