Semiconductor Business Unit growth, M&A, Product Management, Marketing, and Commercialization and Account Management and Sales.Member of Executive Leadership Team

Executive sponsor responsible for the successful transition and integration of CRC. Inc, into Watlow post acquisitionP&L responsibility for Business UnitStrategic engagement into Watlow enterprise strategy and execution

Responsible for Growth and P&L reporting to CEO / FounderFinanceHuman ResourcesSalesOperations (manufacturing, supply chain, logistics, purchasing)

 Business Unit leader of >$200M business with P&L ownership. Strategy, product development, sales, biz dev, field support, supply chain and operations Product development lifecycle including market sizing, modeling & forecasting, market requirements, go to market, competitive analysis, multi-year roadmaps, pricing, sales, biz development Transitioned service from “break/fix” into “predictive” utilizing sensor data modeling with advanced analytics, smarter reports and user interfaces for engineers to predict failure, enable machine learning and minimize downtime.  Scaled global operations for accelerated growth in China. Including supplier development, planning, purchasing, inventory management, fulfillment, field service, and reverse supply chain Developed strategic partnerships with suppliers and distributors to build infrastructure to capture market share Key achievements: o Grew overall business at a rate of 15% CAGR o Increased China revenue by 5 times in less than 3 yearso Released advanced analytics products and capability.o Improved profitability by 10% to exceed corporate targets

 GM of two newly acquired businesses headquartered in Fairfield, CA and Frankfurt, Germany and tasked with scaling operational infrastructure and P&L turnaround. Rationalized product portfolio for parts, services, and upgrades to focus on technology inflections and growth Organizational design tied to growth strategy to scale globally and optimize locally, recruiting and developing talent around the world (Asia, Europe/Middle East, North America) Setup regional sites for field engineering, sales, and fulfillment to support globally dispersed customer base. Instituted operational metrics and instilled 8D discipline for root-cause analysis and corrective action Key achievements: o Tripled revenue within 3 years and achieved corporate profitably targetso Improved customer satisfaction survey scores by 20% year over yearo Improved on-time delivery by 15% points and reduced quote cycle-time performance by 50%o Developed pricing strategy increasing margins by 10% points and market share by 20%

 Managed elite engineers from Asia, Europe, and U.S. to provide technical and operational solutions for semi-conductor spares, service, refurbished tools and product enhancements. Established and led company-wide council among different business group to improve coordination on product issues and escalations, reduction of installation & warranty spending by 10% and installation cycle-time reduction by 17%. Established corporate process to reduce spares warranty spending by 4 times and established long standing business processes according to benchmarks against other industries. Presented to numerous customer executives in supplier reviews to communicate recovery plans as we well as technical and operation initiatives to improve customer support.

Reported to Corporate VP / GM of Spares responsible for developing cross-organizational metrics, improved regional relationships with headquarters as the contact point to regional operational teams, and Program owner of key initiatives to improve business process and scale infrastructure:Foreign Trade lead for cross-functional team with consulting company (Accenture) to implement SAP enabled business process of “any product, anywhere”. Implemented systematic trade controls and direct shipments which reduced transactional costs in logistics while shortening emergency support by 2 days.Selection and ramp of Asia Continental Distribution Center – Led team to select and ramp new parts distribution center in Taiwan to scale customer support in Asia. This was a supply chain transformation moving capability into Asia to meet growing installed base and emerging supply base.Customer facing metric and improvement initiativesSupply chain ramp readiness - Implemented supplier and commodity ramp readiness process and execution

 Responsible for inventory management, operational readiness (planning, warehousing, logistics, suppliers) to support company expansion into China, Taiwan, Southeast Asia, Japan, and Korea.  Achieved >95% Emergency Service level while minimizing inventory scrap and obsolescence