Ernest Popescu's Location
Greater Seattle Area, United States, United States
Ernest Popescu's Contact Details
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About Ernest Popescu
Global Data Center Development, Strategy, Acquisitions, and Investments, Technology, Operations, and Supply Chain executive with over 20 years of progressively increasing responsibilities across multiple industries, for world class industry leaders:- Data Center Infrastructure Development & Technology (AWS, Facebook, Iron Mountain);- Automotive (General Motors - CAMI Automotive);- Consulting (PricewaterhouseCoopers);- Aerospace (Pratt & Whitney and Bombardier); - Retail and Distribution (Amazon Retail, Belron Canada, Safelite, Carglass). "Hands-on" expertise in supply chain, operations, and technology management:- data center capacity planning;- data center acquisitions and development of greenfield land and brownfield adaptations for data center use; - new cloud services technology infrastructure support for Local Zones, Wavelength, and Outposts- development of edge connectivity strategy, Early Due Diligence (EDD) - material planning;- supplier quality management;- purchasing/sourcing;- logistics;- transportation and 3PL management; - inventory and warehouse management;- production scheduling;- engineering - design for manufacturing;- product lifecycle management;- overall equipment effectiveness (OEE).Experience leading multiple ERP implementations, with knowledge and ability to translate and bridge business needs with system capabilities and to highlight limitations; P. Eng. with analytical and problem-solving skills, delivering innovative, “out-of-the-box” ideas – strong sense of continuous improvement with experience in:- Lean;- 6-Sigma;- 3-P (Production Preparation Process);- Value Stream Mapping (VSM).Resourceful and proven negotiator, with a track record of identifying and implementing cost reductions, with over $1B in identified and realized savings over my career; Energetic, mobilizing, and passionate leader with an entrepreneurial spirit; Customer obsessed, with the ability to develop strong business relationships; High business acumen, capable of developing & executing business strategy; Results driven turn-around transformational expert with proven record of improvements of distressed supply chain, engineering and operations departments within months.• P. Eng., B.Eng. degree from McGill University in Mechanical Engineering• APICS, CPIM• Fluency in English, French, and Romanian • Skill in German, Spanish, and Italian
Ernest Popescu's Current Company Details
Ernest Popescu Work Experience Details
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Founder And CeoMetrobloksKirkland, Wa, Us
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Founder & CeoMetrobloks Jan 2024 - PresentLos Angeles, California, Us
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Vice President, Global Data Center Development, Strategy, Acquisitions, And InvestmentsIron Mountain May 2022 - Dec 2023Boston, Massachusetts, UsReporting to the EVP/GM Iron Mountain Data Centers, responsible for global DC expansion strategy, site origination, selection, diligence, risk & resilience, all utility interconnections (water/sewer, power - energization, fiber), negotiation of LOI/PSA, evaluation of all M&A opportunities, master site planning (initial site schematic design) and supporting Hyperscale sales enablement.- Developed a 10-yr site development strategic vision and secured nearly 1,000MWs of net new DC supply with more than 2,000MWs of pipeline opportunities across new and existing Tier I and Tier II/III markets to ensure uninterruped supply runway and to capitalize on ever increasing DC demand.- Hired a world-class team of energy and real estate transaction leaders.- Won ~80MWs of critical IT capacity in Madrid for nearly 25% less than original sale price through a data driven approach on a competitive tender in one of the most desirable DC markets in EMEA.- Converted the first IRM Records Management location into a Data Center.- Developed a product roadmap incl. a Sales & Operations Plan (S&OP) to drive a data driven approach to site expansion and selection of new markets AND a best-in-class Geographic Information System (GIS) program to facilitate off-market site selection prospecting. -
Senior Director (D2), Global Data Center Site DevelopmentFacebook Sep 2021 - Apr 2022Reporting to the VP of Infrastructure. My team is responsible for global (1) data center site selection; (2) greenfield data center development project management including (i) efficient and reliable water/sewer services & (ii) compliance with all environmental and air standards; (3) data center leasing; (4) data center 10-yr strategy (location, size, and timing factoring Networking enablement, Construction & Engineering Design readiness, Energy interconnection and renewable energy availability); and lastly (5) portfolio management – implementation of all real estate development commercial obligations and any change management post break-ground required to maintain data center operability in compliance with local Authorities Having Jurisdiction (AHJs). I manage a team of 3 Directors & 3 Senior Managers and an org of approx. 80 site selection managers, environmental, water, and energy engineers. -
Director (L7 -> L8), Global Data Center Supply Solutions & Real Estate DevelopmentAmazon Web Services (Aws) Oct 2018 - Sep 2021Seattle, Wa, UsReporting through the VP of Infrastructure Operations and Data Center (DC) Engineering. I manage a team of ~35 colocation technical business developers and real estate transaction managers. My team is responsible for all data center capacity supply, strategic development, and acquisition for the Americas (incl. LATAM) - developing a supply strategy that supports unconstrained customer growth by maintaining long-term supply, procuring colocation capacity and developing real estate land acquisitions and Built-to-Suit leases in a timely manner, and holding the existing vendor and developer base to a high operational excellence standard. Annually, the team consistently negotiates, procures, and develops between $1B to $2B in DC capacity and secures between 1,000 MWs and 2,000MWs of capacity. - Secured over 10-yrs of supply across all Americas' markets while constantly evaluating the best supply type options that meet delivery timing, cost savings, and engineering standards and excellence in support of the organization's long term strategy. - Developed a should-cost model to facilitate in the negotiation of DC capacity procurement. Started with a bottom-up should cost model based on Amazon operated DC costs which evolved into a parametric should cost model used to determine what the rent cost/kW should be. Saved approx. 20% of the Monthly Recurring Costs (MRCs).- Improved deployment of highest density racks globally. Piloted deployment of higher density racks in the Americas which yielded 33% to 50% more power per rack space. Estimated savings over $150MM. Global savings over 10-yrs are estimated over $1BB. - Drove operational and technical parity between Amazon operated sites and colocation in line with ASHRAE standards in partnership with design engineering to yield optimal colocation design and operational excellence. - Developed a vendor portal UI to facilitate market development and allow vendors to self report capacity expansion plans. -
Senior Manager (L7), Global Operations Engineering, Amazon Physical StoresAmazon Mar 2018 - Oct 2018Seattle, Wa, UsReporting to the Director of Operations Engineering, responsible for a team of Support Engineers (SEs) tasked with the remote resolution of device and service downtime (DTCX program), another team of Engineering Field Service SEs, responsible for onsite hardware repair and replacement, and a team of software TPMs overseeing Operational Excellence, Game Day/Quality Assurance, Business Analytics and Development of Tooling. Managing 7 direct reports and approx. 50 indirect reports.- Developed a global Engineering Field Service (EFS) response model with an SLA of next-break in business repair or replacement of down device through the deployment of a hybrid support model of localized third-party (3P) vendors managed by regional Amazon Blue Badges (BBs) - this model is foundational to Amazon Go's (and all Amazon physical stores embedded with tech. packages/devices) unconstrained future growth - this model continues to be a cornerstone of the physical stores business.• Developed a commercial and technical requirements document, negotiated terms, conditions, and pricing with multiple vendors incl. fulfillment and storage of spares, spares inventory management, returns of defective down devices, repair of down devices, and service response SLAs. • Developed a training and on-boarding curriculum as well as a nascent training center of excellence model to refresh 3P technician's training as the technology evolves over time -
Senior Manager (L7), Global Data Center Capacity PlanningAmazon Web Services Feb 2017 - Mar 2018Seattle, Wa, UsReporting through the VP of Infrastructure Planning, responsible for planning the global (EMEA, APAC, and the Americas) data center (DC) capacity for space, power, cooling, and networking requirements. Managing 8 direct reports and a spend of over $3B, over approx. 80 Availability Zones (AZs), 63K server racks, and over 800 unique rack configurations.• Mitigated capacity shortfalls by exercising both supply levers such as fabric conversions, accelerating future build hand-offs, creating new supply options (infills, reworks, port harvesting), and expediting rack retirements & demand levers such as evaluating rack utilization & revenue generation by service rack type.• Developed a DC position inventory accuracy program. The pilot program at the PDX AZ yielded thousands of potential positions translating into over $60MM in global capital deferral savings.
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Senior Manager (L6 -> L7), North-America Supply Chain Operations IntegrationAmazon Aug 2014 - Feb 2017Seattle, Wa, UsReporting to the Director of N-A Supply Chain, responsible for the integration of new retail product categories for North America and for the execution of strategic flexible capacity solutions with 7 direct reports (5 Senior Program Managers, 2 Product Managers). • Developed a flexible case/pallet inventory solution during peak to address a fulfillment network misalignment between throughput and storage capacity, resulting in a 4-yr NPV savings of over $600MM – these FCs carried over 10% of Amazon’s total sortable cube.• Established a reciprocal partnership with a leading beverage vendor to leverage each respective company’s off-peak excess storage capacity, resulting in capital deferral savings of over $50MM.• Experimented with “Frankenstein” fulfillment center (FC) launches (over 30 FCs launched in less than 3 years): - Sortable FC collocated with a non-sortable FC each on different technology platforms with a seasonal textbook grading operation (3 separate FC instances under one roof). - Identified slow moving SKUs and created slow-moving FCs to improve "regular" FC inventory velocity and achieve significant VCPU improvements. - Piloted "tent" FCs, launched VMEX, first non-sortable FC in Mexico City on a fully externalized platform (web based, non-mainframe dependent).• Managed deployment of Same/Next-Day delivery program and worked on integration of many other retail product categories (from Tabletop breakage, Li Ion Battery/Dangerous Goods Compliance, Fresh/Consumables pack quantity - bundles vs. eaches).
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Director, Engineering, Operations And Supply ChainCommercial Van Storage Company Dec 2013 - Jun 2014For a vertically integrated designer, manufacturer, and distributor of commercial van storage systems, with manufacturing facilities in QC and NY and a large network of dealers across N.-A.Reporting to the General Manager, responsible for all Supply Chain, Production, and Engineering activities for North America with 6 direct reports and over 75 indirect reports, across Canada and the United StatesAccomplishments:• Improved company's earnings through Return On Net Asset (RONA) analysis by product family, cost-outs, operational efficiency increases, reduction of Cost Of Poor Quality (COPQ), and product family price increases based on market pricing and target Gross Margin• Identified a potential manufacturing site for acquisition in NY and participated in the purchase negotiation and acquisition - developed the operating footprint, manufacturing/distribution flow and layout, CAPEX plan, manpower hiring plan, and inventory ramp-up plan. • Restructured engineering department to drive greater accountability and efficiency, resulting in increased on-time delivery of new product launches (35% improvement), reduction in engineering changes (15% improvement), and reductions in rework & obsolescence (over $100K saved)• Improved product life-cycle management and identified the need for a product/launch manager• Increased overall production throughput by over 40% while reducing quality non-conformances by 50%• Increase warehouse capacity by over 30% by redesigning and optimizing the warehouse floor plan through 3-P's, application of 6-Sigma principles, and Kaizen bursts• Intercepted a misguided ERP implementation, changed implementers mid-project, and led development of current state maps and future state maps for pilot sessions, resulting in a much more successful ERP launch
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Director, Supply ChainCommercial Van Storage Company Jul 2013 - Dec 2013Responsible for all Supply Chain activities, 6 direct reports tasked with all the material planning, purchasing/sourcing, warehouse & inventory management and transportation activities.Accomplishments:• Realized over $1.5M (or 20%) of savings through off-shoring activities and introduction of local lower-cost sources• Reduced late shipments from an average of over 30/week to less than 10/month
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Director, Purchasing & Supply ChainBelron Canada Inc Dec 2010 - Jun 2013Montreal, Quebec, CaBelron Canada, part of an international group of companies with over $4B in annual sales, is a retail and distribution company specialized in the repair and replacement of automotive glass, with over 300 retail locations and over 35 warehouses in CanadaReporting to the VP Supply Chain, responsible for a team of senior supply chain professionals (5 direct reports) tasked with the purchasing, planning, quality and master data activities for all services, direct and indirect products, a $150M spend.Belron Canada Accomplishments:• Negotiated the purchase of all glass products, resulting in annualized savings of over $3M• Identified and achieved over $2.5M in annualized savings for all Services and Indirect Products:- real-estate, - waste management services/recycling, - utilities, - marketing/media, - telephony, - IT hardware and software,- fleet, - transport• Contributed to the improvement of inventory turns from 2.1 to 3.0 and to the reduction of end of year obsolescence by over $550K• Improved supplier quality and reduced Cost of Poor Quality (CoPQ) by over $350K and increased supplier claims collected by over $400K• Rationalized a fragmented supplier base by consolidating all significant services under national supplier agreements to drive greater economies of scale, to standardize processes across all locations (over retail 300 locations), to achieve greater financial control through a consolidated invoice, and improve overall service level through regular supplier KPI reviews with key stakeholders• Implemented a differentiated purchasing strategy for the N.A. glass supply base• Implemented an Entry-Into-Service (EIS) process to minimize Average Acquisition Cost (AAC) and maximize profit margins through a first-to-market competitive advantage• Implemented a parametric should-cost model over time from EIS to minimize AAC and relate the AAC to a should cost profile over time to achieve higher margins and allow for longer supply agreements -
Manager, Supply ChainBombardier Aerospace May 2010 - Dec 2010Dorval, Québec, OoBA is a manufacturer of business, commercial, and amphibious aircraft.Manager, Supply Chain - Transparencies: Responsible for a team of 4 supply chain agents tasked with the strategic sourcing activities for a commodity with a $70M annual spend.Bombardier Accomplishments:• Negotiated a contract valued at over a $1B over the life of the program & identified over $100M in cost savings. -
Manager, Supplier Development & Resourcing - EcnPratt & Whitney Canada May 2009 - May 2010Longueuil, CaPratt & Whitney Canada is a manufacturer of jet engines for business, general aviation and regional aircrafts, helicopters, auxiliary power units (APU) and industrial gas turbines.)Responsible for the improvement of supplier performance and resourcing activities within the ECN BU -
Manager, Supply Chain And LogisticsPratt & Whitney Canada Jun 2007 - Jun 2009Longueuil, CaManager, Supply Chain and Logistics: I am responsible for a team of 16 mandated with Supply Chain (SC) capacity risk assessments and procurement inventory management (approx. ½ of total inventory). PWC Accomplishments:• Energized a demoralized Logistics team; brought leadership, stability, direction & credibility; and created an environment of accountability through a reorganization of the team• Drove procurement inventory turns increase from 7.5 in 2007 to 8.9 in 2008, with a sales increase of 25%• Within the company’s continuous improvement process, brought my team to Bronze, Silver & Gold levels, through development of standard work and a relentless continuous improvement attitude, in less than two years• Worked on team that developed a supply chain capacity analysis tool to forecast deliveries and helped implement a Sales and Operations Plan (S&OP)• Worked on a “One Company” initiative to develop an integrated capacity process across all procurement support groups and eliminate waste • Developed robust method to collect, audit, and validate supplier delivery risk which included the re-design of:- Risk Cube process, tool that looks at supplier performance vs. strategic importance- On-Site capacity/delivery performance audit, includes WIP, Input Material, Capacity (manpower and machine), Safety Stock strategy, Quality, and investment plan to meet future growth- Capacity Forum event, where suppliers are invited to review and substantiate their capacity plans
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Senior Associate, Financial & Operational PerformancePricewaterhousecoopers Sep 2006 - Jun 2007GbPricewaterhouseCoopers (PwC) LLP, Advisory Practice, Oct 2006 – Jul 2007 (Toronto, Ontario) (PwC is one of the “big four” accounting firms. PwC provides industry-focused assurance, advisory and tax services for public, private and government clients in all markets.)Consultant, Financial and Operational Effectiveness: Part of the Performance Improvement team, I provided support and managed client engagements ranging from operational effectiveness to IT effectiveness.PwC Accomplishments: • For a die casting company (zinc, magnesium small and intermediate die casts and injection metal assembly):- Identified over $2 million in annualized cost savings by increasing overall equipment effectiveness (OEE)- Identified finished goods inventory savings to reduce levels from weeks on-hand to days on-hand- Developed strategic plan and deliverables for board of directors’ review and re-financing review- Analyzed investment initiatives to maximize Return-on-Investment (ROI) and payback period- Prepared operational models to analyze capacity requirements, tool room productivity, and other models to compare outsource cost vs. in-house cost of production• For a commercial real-estate company ($5 Billion real-estate management & REIT company):- Participated in implementation of a Shared Service Centre (SSC) where AR/AP, payroll, lease admin, treasury, and GL functions were centralized to achieve:- Economies of scale, Consistency/standardization, Simplified SOX compliance- Identified $2.5 million in cost savings through headcount reductions by consolidating and realigning positions through centralization, with a projected payback period of 3.75 years -
Area Leader, Material ControlGeneral Motors Jan 2005 - Sep 2006Detroit, Michigan, UsCAMI Automotive Inc., Jan 2005 –Oct 2006 (Ingersoll, Ontario) (CAMI is an OEM joint venture b/t GM and Suzuki; it is a final assembly plant with integrated stamping, welding, and paint shops. CAMI produces 1,000 SUVs/day.)Area Leader, Material Control: I was responsible for 20 material planners, plant wide. I lead the implementation of standardized processes within my team. I was tasked with ensuring uninterrupted material supply, material planner development, and supplier development. CAMI Accomplishments:• Improved supplier performance by reducing short shipments from an average of over 100/week to an average of under 25/week through the development of a production and inventory monitoring report and a joint meeting with quality/purchasing/materials where supplier performance was monitored.• Suggested, developed and implemented restructuring/ re-alignment of material planning department by area/supplier, resulting in improved Key Performance Indicators (KPIs):- 10% Reduction in inventory losses- 15% Decrease in Unplanned Purchase Orders (UPOs)- 15% Decrease in obsolescence losses- 10% Decrease in premium freight costs- Better metrics, more accountability, improved job satisfaction, and increased material planner performance.• Reduced material inventory losses by implementing an investigation process for all losses greater than $1,000 and developed a process to re-bill all consignment inventory losses which resulted in savings of over $500,000. -
ConsultantDbm Systems Inc Mar 2003 - Dec 2004New Dundee, Ontario, CaDBM Systems Inc., Feb 2003 – Jan 2005 (Cambridge, Ontario) (DBM specializes in Enterprise Resource Planning (ERP) Systems for automotive manufacturing Tier 1 suppliers)Consultant, ERP Implementation/Management (concentrated my efforts in warehouse/inventory management, cycle counting, and Material Requirements Planning (MRP))DBM Accomplishments:• Launched and managed a Cycle Count program to achieve and sustain inventory accuracy• Trained key plant resources in various manufacturing elements (MRP, Cycle Counting, Scheduling, etc.)
Ernest Popescu Skills
Supply Chain Management
Lean Manufacturing
Continuous Improvement
Operations Management
Supply Chain
Strategic Sourcing
Project Management
Procurement
Contract Negotiation
Supply Management
Purchasing
French
Process Improvement
Logistics
Erp
Mrp
Six Sigma
Negotiation
Aerospace
Manufacturing
Inventory Management
Management
Operational Excellence
Consulting
Cross Functional Team Leadership
Inventory Control
Team Leadership
Logistics Management
Spanish
Romanian
Value Stream Mapping
Warehousing
Warehouse Management
Project Planning
Strategy
Supplier Development
Planning
Transportation
Automotive
Customer Satisfaction
Supply Chain Optimization
Key Performance Indicators
Team Building
Retail
Product Lifecycle Management
Forecasting
Business Strategy
Business Process Improvement
Ernest Popescu Education Details
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Mcgill UniversityMechanical Engineering -
ApicsProduction & Inventory Management
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Collège Jean-De-BrébeufDiplome D'Etudes Secondaires (Des)
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Marianopolis CollegePure & Applied Science
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Mcgill UniversityMechanical Engineering
Frequently Asked Questions about Ernest Popescu
What company does Ernest Popescu work for?
Ernest Popescu works for Metrobloks
What is Ernest Popescu's role at the current company?
Ernest Popescu's current role is Founder and CEO.
What is Ernest Popescu's email address?
Ernest Popescu's email address is er****@****ail.com
What is Ernest Popescu's direct phone number?
Ernest Popescu's direct phone number is +120649*****
What schools did Ernest Popescu attend?
Ernest Popescu attended Mcgill University, Apics, Collège Jean-De-Brébeuf, Marianopolis College, Mcgill University.
What are some of Ernest Popescu's interests?
Ernest Popescu has interest in Children, Environment, Education, Poverty Alleviation, Animal Welfare.
What skills is Ernest Popescu known for?
Ernest Popescu has skills like Supply Chain Management, Lean Manufacturing, Continuous Improvement, Operations Management, Supply Chain, Strategic Sourcing, Project Management, Procurement, Contract Negotiation, Supply Management, Purchasing, French.
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