Focuses on partnering, influencing and driving complex strategic deliverable throughout the Manufacturing IT (MIT) Organization. Ensures alignment/engagement with MIT Staff and technical and portfolio strategy owners. Perform and maintain current state, future state, and gap analysis for MIT investments, infrastructure, services, business processes, and workforce planning.

Responsible for driving Operation Excellence initiatives for Supply Chain Management and managing optimizing Cross Procurement Operations. Mentored, coached and implemented multiple Lean Six Sigma initiatives throughout Intel’s Supply Chain resulting in over $11M ROI.

• Drove Operation Excellence within IT and across multiple product development divisions across Intel resulting in $58M in reusable assets and $9M of capital assets reused.• Partnered with Intel’s Executive Staff to optimize the Long Rang Plan to allow Intel to be more agile in responding market model demand changes resulting in 30% TPT savings.• Managed the Enterprise Resource Planning Subsidiary Team for the McAfee Merger and Acquisition efforts resulting in a smooth integration of the 8,000 acquired employees while leaving their unique value intact.

Managed improvement efforts for PHEO and growing the partnership between all Intel Architecture Group Divisions, Sort Product Development Engineers, and Assembly Test Manufacturing. Planned, facilitated, and led multiple Continuous Improvement efforts to standardize and improve processes for Test Program Releases, Statistical Bin Limits, Cold Socket Elimination, Defects per Million, and Product Health Indicators Risk Management for client, servers and SOC/New Emerging Market groups. Efforts resulted in $70M+ savings/or revenue for Intel and ~1400 hours per week engineering sustaining hours saved.

• Drove Business Process Improvements across multiple domestic and international organizations within Intel.• Designed and Deployed Lean Workshops, Kaizens and Lean Six Sigma training and led project work to enable business units on improving efficiency and effectiveness initiatives in both manufacturing processes and transactional end to end business processes. Efforts resulted in ~$500M+ savings and/or revenue for Intel.

• Managed $3.5 Billion capital budget and completed factory capacity analyses to forecast factory constraints, provide tool requirements and timing to achieve demand forecasts, and was the primary contact to provide information to Plant Managers, Process Engineering, Manufacturing, Finance, Facilities, Site Purchasing, and Strategic Capacity Planning during entire P860 ramp.• Mentored FAIEs for capacity planning. Managed Multiple Factory Industrial Engineering Strategic Capacity Coordination Team (F17, F20, F22, and D2) to ramp the P861chipset with minimal capital cost. Developed plan and lead IE team to avoid $133 Million in Capital Purchases of Tools for latest logic and chipset programs.• Teamed with FSM Finance to lead VF P861 CPA process and obtain approval.• Consulted and influenced Factory Managers on the optimal process to manage P861 capacity to demand across Intel Factory Network and was the primary IE contact in the long term planning and influencing the decision for F32 to be the 1st 300mm High Volume Manufacturing Fab on P1266.• Managed staffing efforts and overall Talent Acquisition for the F32/22 Industrial Engineering Department and led departmental efforts to improve trust and relationships between managers and Individual Contributors within the organization

• Manager for Best In Class Lean Manufacturing cell implementation for Fixed Outer Race Department and capacity planning for the Interconnecting Shaft Department for CV Joints resulting in ~$1M ROI.• Managed Capital Purchase Acquisitions for new equipment and Process Improvement Projects, including automation projects consisting of robotics material handling applications.• Responsible for determining labor requirements, layout design, and project managing equipment installations for Best In Class rollout.

• Responsible for specifying staffing, workstation capacity, and facility design layout for twenty-one USPS Mail Transportation Equipment facilities.• Site Engineering Manager for installation of equipment and startup of two USPS facilities.• Led corporate Industrial Engineering team to develop labor standards using MOST methodology to reduce labor costs by 50%.

• Managed capacity planning and continuous improvement efforts for the Lithography area resulting in $50M+ savings• Managed Capital Purchase Acquisitions (CPA) justifications needed to meet future customer demand and semiconductor technology demand.• Supported Facilities (ramp execution) by co-managing area Project Team Meetings (PTMs) with the project coordinator and fully managing ramp and sustaining projects from a manufacturing standpoint.• Responsible for workstation layout and jigs and fixtures design and installation.• Implemented staffing models for each department to use for determining headcount for each area within the fabrication floor.• Co-led departmental ISO 9002 development and audit team.• Supervised Area Graduate Rotation Engineers for the Lithography Area.