Distinguished 16 year career with FCI : 3 major turnarounds, 3 startups and promotion from Plant Manager to GM of FCI’s largest, most important business. Navigated 5 reorgs and 5 CEO changes. Took a package after 2013 reorg to relocate back to US.BUSINESS UNIT GENERAL MANAGER (Feb '04–Dec '13)Relocated to Asia to start a new BU. Based on success stayed in Asia for 10+ years running other BU’s.HIGH SPEED BACKPLANE BU (Aug '12–Dec '13)After years of #1 position, sales and market share were declining. Assumed control to “defend the castle”.• Repositioning: Improved design of Flagship product for better performance and cost, moved manufacturing to China, developed Net-Gen product for new backplane platforms, won new business in smart phone/tablet applications.• Take Share initiative grew share at 4 of top 5 accounts – two to 100%. • Next-Gen product captured 3-year revenue of $77M• Portfolio positioned to grow from $137M to $170M @ higher margin.HARD DISK BU (Jan '08–Aug '12)A $52M chronically unprofitable BU. Tasked to assess and develop plan to turn the business or plan to exit• Assessed strengths, weaknesses, opportunities. Created a plan for a turnaround. Industrialized the manufacturing processes, cost reduced existing products and trained engineers in design-for-cost• Reduced unit costs by 20%. Opened new Japan accounts - $5M sales. #1 supplier for industry’s largest OEM• Completely reversed revenue decline, restored profitability, stabilized customer relations. Grew business to $72M at 30% MarginCOMPUTER PCBA BU (Feb '04–Dec '07)Led newly created stand-alone BU in China - global scope w/ full P&L – objective to develop a position in this market, targeted to become a top player.• Market focused strategic plan created, formed product teams to create focus/synergy, developed products for growing server segment, captured #1 position for server power products.• Grew sales from $32M to $77M & gross margin from 19% to 37% - a step change in EBITDA

SUPPLY CHAIN DIRECTOR, AMERICAS REGION (Feb '02 - Feb '04)Changed role when new CEO reorganized. Ran supply chain, purchasing, ERP, inventory, and S&OP for this $300M region• Planning Systems: Implemented statistical demand analysis, new planning methodology, and S&OP process• Metrics Improvements: Increased Delivery-to-Request from 35% to 70%. Reduced lead times from 6 to 2.5 weeks. Cut inventory by $23M (37%) and negotiated 28% lower purchase pricesGLOBAL OPERATIONS DIRECTOR, FIBER OPTICS DIVISION (Oct '00 - Feb '02)Took charge of Operations - 7 sites globally - for a newly created division for FO cables, transceivers, couplers. Led acquisition and integration of a company with a new technology product• Global Consistency: Ran a 20-person team. Traveled nonstop and worldwide to ensure “copy exact” processes at all sites. Implemented formalized Process and Yield Improvement systems• New Production: Increased sales and output from $1M to $30M. Set up greenfield sites in India and Morocco for regional low-cost production. Reduced labor 20% and material cost 18%MANUFACTURING OPERATIONS DIRECTOR, MEG-ARRAY DIVISION (May '98 - Oct '00)Handpicked to run manufacturing for FCI's newest and most technically advanced product with a fast ramp for Intel - a high visibility business with an investment of $50M• Turnaround: Achieved 2 Mandates: Scaled monthly output from 20K units ($2M sales) to 2M units ($70M sales) within 2 years. Cut unit costs from $3.80 to $1.98 – exceeding profitability objective and meeting Intel price curve• Recognition: FCI's state-of-the-art "gold standard" for the fastest manufacturing process

Chartered to turn around a 300-employee cable assembly site. Managed all operations while rebuilding the management team and improving staff morale, recruiting some new managers from sister site and working with others for performance improvement.Turnaround: Implemented LEAN Work Cells and 1-Piece Flow. Improved delivery performance from 50% to 97% and reduced lead times from 7 to 3 weeks. Work-in-Process inventory reduced by 50%Leadership: Improved plant performance, coached and stabilized staff, and groomed successor.

General Manager and VP of Operations for private equity backed $25M manufacturer of cell phone accessories and electronics with operations in the US and a wholly owned subsidiary in HongKong with factories in China.• US CHAPTER 11 TURNAROUND: Restructured US operations for a company in Chapter 11: Drove reduction in COGS (35%), headcount (33%), and inventory (60%). Managed daily operations – China and US – and monthly income, operating expense, and cash budget. Developed and executed reorganization plan and emerged from bankruptcy.• CHINA SUBSIDIARY FINANCIAL DEFAULT TURNAROUND: Took control of wholly owned subsidiary – Hong Kong HQ with 2 factories in China – that was insolvent with cash of $15K and payables of $1 million. Both GM and CFO had resigned. Devised workout plan, negotiated with Chinese Customs officials and courts, within 1 year restored cash flow and profitability, and avoided financial default.

VP of Manufacturing Operations for $20M manufacturer of wire and cable for aerospace and high-speed data markets. Led operational and financial turnaround, restoring business profitability. Implemented Lean cellular manufacturing. Boeing Supplier of the Year for Operational Preformance

Director of Manufacturing for a $10M manufacturer of electromechanical switches for power tool, computer, and auto industries. Cut COGs from 80% to 57%, improving profit from net loss to 25% profit. Started up injection molding and automated assembly operations.

Hired as Materials Manager for Electrical/Electronics Department. Promoted to Manufacturing Engineering Manager for CNC machining and Electronics/Electrical Departments.

GE’s 2-year Executive Manufacturing Management Program and Lean Manufacturing Training (Aircraft Engine Group and Major Appliances Group). Led Aircraft Instruments site Lean implementation following Toyota Production System. • Promoted to Materials Manager, Aircraft Instruments..