Gregory Fernandez, Mba Email & Phone Number

Beaverton, OR, US

I report to the VP of Operations and lead a department of 6 direct reports and 61 employees, managing a $20 million budget. In this role, I develop strategic objectives and drive operational excellence, ensuring our products consistently meet customer expectations. Additionally, I spearhead initiatives in New Product Integration, Validation, Design for.

Beaverton, OR, US

• As a strategic leader, I led a department of 5 direct reports and 50 employees, developing and executing comprehensive plans for design excellence while ensuring seamless new product integration and upholding rigorous.
• Achieved significant yield improvements from 82% to over 90% through rigorous process checks and targeted problem-solving initiatives, resulting in an 8% enhancement in on-time delivery (OTD) and successful adherence.
• Spearheaded and orchestrated numerous Kaizen initiatives, significantly enhancing design quality while mitigating inventory risk and identifying $3M in savings.
• In one-year, enhanced leadership effectiveness from 74% to over 90% and boosted employee engagement from 64% to 76% by implementing targeted programs.
• Revolutionized the department's continuous process improvement by cultivating 14 process improvement experts, leading to a remarkable 12% enhancement in metrics.
• Championed digital innovation by developing a standardized approach for measuring global First Pass Yield (FPY) using targeted Pareto charts to enhance overall problem-solving capabilities.

Fremont, CA, US

• Provide leadership, oversight, and guidance to an international staff of 10 Supply Chain Business Managers, a Material Manager, and nine buyers in a global complex commodity with a spend greater than $1B
• Spearheaded the design of business process responsible for drastically improving material availability during 2014 -2018 ramp resulting in customer OTD rates > 98% OTD
• Managed executive level customer escalations working with key stake holders to achieve customer expectations
• Partnered with Engineers and Suppliers to design new products, develop cost reduction strategies, and resolve quality concerns
• Developed sourcing strategies targeting vertically integrated suppliers with the capacity, technical, and tactical skills to meet current and future business needs
• Successfully negotiated inventory management strategies, non-disclosure agreements, service level agreements, and cost reductions generating an annual cost savings of 3-7%

Arlington, Virginia, US

• Responsible for overseeing the operations of 4 Inspector General’s conducting investigates into allegations of misconduct by Army/ Airforce officials with a primary role is to investigate complaints of waste, fraud or.
• Managed and resolved over 400 complex employee complaints through investigations and cross function work with elected officials, senior executives, and managers.
• Lead 10 investigations consisting of a cross functional team of inspector generals and military legal advisors into waste, fraud, and abuse of military policy and authority.
• Identified systemic issues and drove corrective actions to improve environmental compliance, inventory management, and operational readiness resulting in an increased readiness of military units.

Arlington, Virginia, US

• Directly responsible for managing an executive staff of six in developing a multi-year strategic operational plan designed to support military units in any environment and results of the organization consisting of.
• Achieved the highest key performance indicators out of 5 Battalions and was recognized as the go to organization with the skills and mindset to accomplish all objectives.
• Identified systemic operational concerns and lead cross functional teams to improve operational readiness resulting in personnel readiness of 100%, technical qualifications rate of 90%, equipment readiness rating of.
• Spearheaded the planning/ implementation and transformation of operations from legacy systems to a highly automated infrastructure a year ahead of schedule.

Arlington, Virginia, US

• Served as the principle adviser to the CEO, Chief of Staff, and Managing Directory or Human Resources in all matters pertaining to military and civilian employees and responsible for a budget of $34 Million.
• Improved operational efficiency by eliminating waste and improving processes that would directly impact key performance indicators resulting in the department being recognized as the third best out of 54.
• Streamlined the enhancement of personnel operations in all departments through the developed of 15 policies and operational procedures.
• Worked with executives, business partners, and staff members to define and document operational requirements, project timeline, and budget estimates for human capital projects.

Arlington, Virginia, US

• Responsible for the planning and execution of all events, performing routine activities, coordinating protocol events, and other tasks as assigned by the General. Supervises the General’s staff to include 1 other.
• Panned and coordinated of 55 executive events to include meetings with the Vice Chis of Staff Army, Deputy Commander NORTHCOM, US Ambassadors, and other elected officials.
• Created white papers and presentations discussing changes to business practices, advantages of new systems, and international partnership programs.
• Coordinated with Department Heads and external agencies to a senior leader’s event discussing the strategic of the organization

Arlington, Virginia, US

• Responsible for the operational readiness, planning and achieving designated goals in any environment for companies under my leadership
• Analyzing the project requirements, distributed workloads, and developed plans designed to achieve the organizations goals for over 200 missions in a high stress austere environment.
• Coached, trained, and mentored foreign militaries in the art of combat operational, logistics, Planning, and conflict resolution as a direct result the unit operational reediness rating increased from 40% to 70%.
• Gained 30% improvement in efficacy, reduced a six-month maintenance backlog, and implemented processes to resolve systemic gaps in contractor maintenance operations.

JP

• Implemented an automated capacity analysis system that extracted data, analyzed the information, and recommended solutions to increase cycle time and optimize the production line
• Reduced risk exposure by analyzing static capacity and identifying the optimal relocation time for equipment during a production ramp without impacting cycle-time or throughput
• Managed all simulation modeling projects and was a member of a joint AMD and Fujitsu simulation development team
• Collaborated with directors, engineers, and technicians to develop a multi-facility simulation model

Santa Clara, California, US

Executive Education, Supply Chain Management: Strategies And Innovations

Mba, Business Administration, Management And Operations

Senior Military Leadership School, Strategic Management Course

Bachelor Of Science, Information Systems Management

Associate Of Science, Electronics