Henry Trujillo Email and Phone Number

Established shared services freight payment team with HPE/HP separation. Responsible for organizational design, selection, and hiring which resulted in growing a motivated team from six to twenty-five. Managed worldwide finance, operational and PMO teams overseeing carrier onboarding, projects, payment, data analysis, and auditing of all HPE’s transportation providers. Logistics VP staff member. Directed $500 million Logistics and $2 million of direct expenditures. Collaborated with business, partners, and suppliers to develop focus, standardization, key performance indicators (KPIs) and balanced scorecards.• Proactively increased cash flows $2 million / month through innovation and arduous strategic analytics. Payment terms were extended to 78 from 74 days.• Decreased cycle time 20% while increasing team analytics, audit, and process control. Enhanced process control reducing Global Shared Services Organization allocations by over 98%. • Affinity to achieve consistent cost saving opportunities. Exceeded $1 million per year through spend analytics, forensic audit insights, and resource allocation. • Managed project managers (three PMPs, four Green Belts) which oversaw partner product development and delivered fast-paced projects and on boarded suppliers globally.

Set business strategy, budget, policies, and managed operations for direct/indirect/external partner teams whose headcount exceeded 100. Research and analysis yielded insights of user needs for internal customers that increased engagement and led to automation and process changes. Analytical support and business intelligence was utilized to set strategy. Managed supplier contract, SaaS technical services, transaction processing, and contractors headcount for Logistics. Provided user feedback, freight analysis and finance accrual estimates. Responsible for all supplier billing.• Optimized payments for $2 billion Logistics and $8 million of direct expenditures. • Led the transition of supplier interfacing and audit operations to an external partner, ensuring no business disruptions or customer impact. Over 40 headcount transitioned to new roles.• Consistently delivered over $10 million of cost savings and avoidance.

Passionate logistics leader which tracked and provided insight into all global network consolidation savings as well as determined Global Air and Ocean RFQ savings. • Provided governance of $100 million WW HP savings process for Executive Council. Provided leadership and directed Malaysian consolidation tasks. Developed various process improvements and led organization initiatives.• Streamlined Ocean and Air RFQs results through advanced data analysis and established reporting processes that increased customer satisfaction.• Benchmarked airlines and forwarders through fuel surcharge arbitrage analysis. Developed highly innovative statistical and financial models.

Performed FP&A and managed cost savings activities for $15 billion Americas business with over $1 billion in trading expenses. Provided cost analysis, corporate accounting, and finance support for Personal Systems Group North America which serviced Personal and Business Consumers. • Coordinated FP&A activities using analytical skills for multiple businesses decreasing cycle time. • Developed streamlined financial models to compare results to Budget, Flash, and other ad-hoc reporting. Improved process through recommendations and solving problems. • Collaborated with Finance and customers to develop long-range plans for resource allocation, freight, warehousing, and overhead by taking into account product/channel mix.• Governance of logistics shared services organization billing to various businesses.

Responsible for the transition of procurement functions, NPI quoting, Inventory transfer, to CMs in SE Asia. Launched new assemblies both domestically and internationally. Negotiated Asset & Purchase Agreements.• Reduced $10M from > $50M in inventory. Resulted in improved ROIC & lower carrying cost. • Established processes and audit controls to ensure inventory accuracy. • Delivered mutually beneficial Master Level agreements enabling >$5M in savings.• Resolved critical material shortages enabling R&D to focus on next-generation products.

Developed Mfg R&D roadmaps & channel partner strategy. Conducted Field training & client presentations.• Drove $50M Telecom Test business strategy organization alignment. Worked jointly with R&D & Mktg section managers, Bus Dev, and Field to capture customer needs as well as business requirements.• Generated third-party network of suppliers, products, and services to enhance Telecom sales. • Managed and facilitated remote sales training gaining internal alignment for field training. Directed subject matter experts in content development and presentation effectiveness.• Performed market research and assessed 3-year market potential for ADSL tester sales, determining products had saturated the market, outpacing demand. Recommended and succeeded in closing down Telecom functional test (79K) business, saving millions.

Improved profitability, piloted sales compensation mechanism based on gross margin. Provided marketing and sales support for big deals and performed complex discount analysis.• Restored European profitability in billion-dollar business by determining the root cause. Established metrics, T&Cs, and guidelines for ISV “Channel Rent” and "Power-Up" program. • Achieved profitable revenue & gross margin growth via targeted customer market segment analysis.• Implemented pilot compensation mechanism, rewarding sales reps on gross margin & not solely orders.• Identified risk & eliminated "double discounts" saving millions on two popular Marketing Programs.

Established and approved new product pricing & discounts. Developed Business Cases & Plans. Owned discount approval ensuring required gross margin met for $150M In-Circuit Test Business.• Expanded P&L & discount analysis to determine both regional and sub-product line profitability. • Developed and analyzed price elasticity through promotions and market research.• Reduced warranty rates by tracking product success/shortfalls by launch.• Changed $150M product to next-generation platform with less than $100K in scrap.• Grew business and achieved over 20% Net Inc.by collaborating with R&D and Marketing.

Responsible for interoffice carrier facilities for a to digital switch cutovers. Managed the purchasing of digital fiber and electronic equipment and assets for Southern Manhattan Wire Centers.•Retired over $3 million in equipment from the asset base and developed a systematic method of identifying and retiring underutilized equipment.

Provided telecommunications service to various inter-exchange carriers and major business customers in Southern Manhattan. Estimated and acquired funding for various projects. •Project Manager in Southern Manhattan. Responsible for completing $18.5M project