Designs, plans and leads the implementation of process improvements initiatives aligned to the strategic direction of the company utilizing business process frameworks, related systems and tools. Works closely with Executives to develop the Process Architecture. Acts as a catalyst of change and drives initiatives in partnership with process owners and cross-functional teams to ensure flawless execution. Contributes to business results through quality of results, recommendations and decisions.

•Lead a team of dynamic individuals who create value in the organization through organized warehousing, efficient distribution, supply planning, customer service and focus on health, safety and environment.Achievements•Built and developed a long-term sustainable organization structure from four to eleven people to support three businesses – crop protection, seeds and lawn & garden•Leads major supply chain redesign initiatives – warehouse consolidation, local fill & pack, overall… Show more •Lead a team of dynamic individuals who create value in the organization through organized warehousing, efficient distribution, supply planning, customer service and focus on health, safety and environment.Achievements•Built and developed a long-term sustainable organization structure from four to eleven people to support three businesses – crop protection, seeds and lawn & garden•Leads major supply chain redesign initiatives – warehouse consolidation, local fill & pack, overall storage strategy for seeds, customer service integration and distribution flexibility•Established robust planning models to more efficiently manage supply purchases and processing schedules including direct material purchases Show less

•Manages the overall execution of global factories in the flawless transfer of reused capital equipment using a proven Intel tool transfer methodology.Achievements :•Flawless transfer of up to 326 tools from factory to factory maximizing reuse opportunities and saving the company a total of USD89M from July to December 2008.

• Drives factory performance on inventory alignment to set goals. Leads a cross-functional team to define performance metrics, set goals, and communicate factory status to senior managers.Achievements• Identified critical performance metrics and defined the target goals to drive the factories to improving their inventory alignment. Published and communicated five Factory Scorecards to senior managers where defined action plans have improved data alignment from 75 to 85-90%.

• Leads US-based team in planning and development of functionalities & implementation strategies for EMS. Provides direction on requirements for Assembly & Test Manufacturing (ATM). Manages performance against schedule including cost of development.Achievements• EMS Phase 1 implemented in Costa Rica and Cavite factories. This system will improve capital forecasting accuracy to 95% including capital planning by creating a system of record (SOR) for tool inventory & a robust… Show more • Leads US-based team in planning and development of functionalities & implementation strategies for EMS. Provides direction on requirements for Assembly & Test Manufacturing (ATM). Manages performance against schedule including cost of development.Achievements• EMS Phase 1 implemented in Costa Rica and Cavite factories. This system will improve capital forecasting accuracy to 95% including capital planning by creating a system of record (SOR) for tool inventory & a robust system for managing capital assets currently not available globally in the ATM factories. Show less

• Lead global team in defining and implementing a new business process for managing long-range planning for 18 Assembly & Test Manufacturing facilities. Worked with Factory Managers, IE Managers and Division Managers in consolidating best-known-methods for the new business process. Managed factory resources during long-range planning cycles to ensure all requirements are completed.Achievements• Established standard long-range business process implemented across 18 global… Show more • Lead global team in defining and implementing a new business process for managing long-range planning for 18 Assembly & Test Manufacturing facilities. Worked with Factory Managers, IE Managers and Division Managers in consolidating best-known-methods for the new business process. Managed factory resources during long-range planning cycles to ensure all requirements are completed.Achievements• Established standard long-range business process implemented across 18 global factories in China, Cost Rica, Philippines, Malaysia and New Mexico.• Implemented a single capital calendar for 4 platforms (Flash+, BGA-Netcomm, CPU and FCBGA) aligning all long-range activities for Capital requisitions globally. Show less

• Managed global requirements of capital equipment for tester, burn-in and platform validation. Worked with multiple global organizations to identify capital saving opportunities and least-cost options to supporting cost targets. Presented regularly to Intel Senior Managers on strategic analysis, options and recommendations including action plans to support targets in cost, productivity and capacity.Achievements• Lead global team in defining, driving and implementing… Show more • Managed global requirements of capital equipment for tester, burn-in and platform validation. Worked with multiple global organizations to identify capital saving opportunities and least-cost options to supporting cost targets. Presented regularly to Intel Senior Managers on strategic analysis, options and recommendations including action plans to support targets in cost, productivity and capacity.Achievements• Lead global team in defining, driving and implementing productivity projects resulting to a capital savings of $107M in 2005.• Established best-known-methods in high-level productivity impact analysis, and global requirements consolidation improving analysis response time from 3 to 1 day and confidence level from 85% to 95%.• Equipped Intel factories in Malaysia, China, Costa Rica, New Mexico and Cavite with $354M worth of testing equipment to support up to 244M units of microprocessor requirements in 2005. Show less

• Lead and managed four site’s (Cavite, Malaysia, China and Costa Rica) capacity to support demand by driving key stakeholders (Product, Manufacturing & Equipment Engineering including Facilities) in delivering productivity, tool deliveries and approval of capital funding requests. Achievements• Implemented best-known-method for global factory demand versus capacity statements. This reduces lead time for defining global support from 3- to 1-day allowing earlier management review.

• Responsible for managing a group of highly-skilled individuals who lead the factory in volume commits and positions the factory strategically for future expansion.Achievements• Enabled the Cavite factory to support multiple product start-ups for Pentium II, III and IV between 2000-2002 making Cavite the mobile hub for Intel.• Redesigned the excel-based capacity modeling system of Cavite to adjust to the changing complexities of the business.• Positioned the Cavite… Show more • Responsible for managing a group of highly-skilled individuals who lead the factory in volume commits and positions the factory strategically for future expansion.Achievements• Enabled the Cavite factory to support multiple product start-ups for Pentium II, III and IV between 2000-2002 making Cavite the mobile hub for Intel.• Redesigned the excel-based capacity modeling system of Cavite to adjust to the changing complexities of the business.• Positioned the Cavite factory to support up to 26% of the total global demand for microprocessors. This is the highest volume share for a single factory. Show less

• Lead factory team in defining and driving productivity projects and establishing performance standards for multiple organizations. Manages tactical and long-term workforce requirements to support factory commits, cost per unit and performance indicators.

• Handled the planning, development, scheduling, ordering, merchandising and marketing of men’s underfashion and shirts.Achievements• Expanded men’s underfashion product line by developing up to 10 new line items contributing to a sales growth of 15-20% from 1996 and making it one of the top 3 products of the company.