I stepped into this newly created position taking on the challenge of steering R&D to provide strategic leadership to guide innovation and increase/enhance research and development efforts, driving the capture and promotion of ideas to advance and diversify product offerings. I also managed a Research & Development budget of $60M and an Innovation budget of $1.5M. Built and led a team of 24, including 4 Direct Reports. ➥ Steered the centralization of a distributed R&D department, significantly improving R&D operational efficiency and cost-control.➥ Reviewed, evaluated, and prioritized projects and programs, reducing projects by approximately 90% to place focus on those offering the best potential.➥ Led the planning and establishment of an innovation center at Georgia Tech Square that stimulated idealization, conceptualization, and development of unique and innovative products and features.➥ Succeeded in building a predictive R&D organization, including defining and launching the processes and procedures to effectively gather ideas from customers and employees, rank them, and determine which to pursue.➥Increased new product sales through R&D project output from $3M in 2016 to $100M in 2018 by aligning R&D efforts with Sales and Marketing strategies and implementing a stage-gate process.

In this role, I advanced to this key strategic leadership role steering this $75M producer of electrical safety devices that was acquired. I provided strategic leadership and facilitated collaboration with management to define and establish long-range goals, strategies, and plans. I also held full responsibility for P&L and management of a $70M budget.➥ Steered company through 2 integrations (2011 & 2014), successfully establishing business culture and objectives in alignment with strategies and goals, while minimizing employee turnover.➥ Successfully reinvigorated revenue growth by defining and implementing a product development strategy that drove a 33% compound annual growth rate (CAGR) in the core mobile power business segment 2011 – 2015.➥ Drove development of cutting-edge innovation in technologies for renewable energy, including power management systems and next-generation solar micro-inverters.

I was recruited to provide leadership, vision, and direction to steer operational control and efficiency and drive organizational growth. I led multiple strategic initiatives to transform operations to deliver sustainable and profitable growth. Led a workforce of 400 and 6 direct reports and managed a budget of $35M.➥ Successfully created a cohesive quality system based on principles of Lean manufacturing and Six Sigma that and the eventual ISO certification.➥ Consolidated 5 manufacturing locations into 2 and established continuous improvement philosophies to elevate gross margins by 30% and reduce trade working capital requirements by 40%.➥ Steered productivity improvements, and reduced inventory to generate an increase in free cash flow from 0.02 a share quarter to 0.16, equating to $1M in free cash flow per quarter.➥ Established a culture of continuous improvement resulting in improved quality and a 30% improvement in gross margins.

Here, I played an integral leadership role as a member of the executive team steering strategy, structure, and effectiveness of manufacturing operations, and driving sustainment of engineering, customer services, facilities, and IT operations. I was initially onboarded to provide leadership and direction to address issues in the manufacturing/operations processes during ramp-up. I also oversaw a budget of $20M➥ Reorganized product production process to provide economies of scale that enabled a reduction in the cost of production - Secured a 20% reduction in cost of goods sold, took manufacturing cycle down from 4 days to 4 hours, and reduced inventory for digital products from 10 days on hand to 2.➥ Eliminated 4 of 5 top field failure modes representing 65% of failures by directing sustaining engineering efforts.➥ Retained by Hologic, Inc. post-acquisition to direct the comprehensive operations transition plan for relocation.

Here, I contributed to the executive leadership circle conducting management of IT resources to include departmental structure, infrastructure, tools, and processes, supporting 7 facilities globally.➥ Combined business enterprise systems from 3 to 1, consolidating headquarters’ functions and significant reduction in overhead. ➥ Slashed costs for IT services 31% through strategic planning and customization to merge multiple regional IT departments to one, eliminating redundant processes, strategies, and goals. ➥ Propelled customer satisfaction rating to +80% and reduced costs by outsourcing non-core IT support functions. ➥Implemented a process orientation to IT workflow and a continuous process improvement methodology.

In this role, I directed architecture, efficiency, and processes of Supply Chain Development, including outsourcing, and contract management. I managed $400M in purchases of goods and services annually across 7 manufacturing facilities in the U.S., Korea, China, and Germany.➥ Delivered a savings of 24% on $72M annual direct-purchase materials exceeding set cost reduction goals. ➥ Reduced operational costs 50%, inventory 70%, and invoice cycle from 30 days to 1 via outsourcing strategies.➥ Decreased ongoing costs, inventories, cycle times, and SKUs from 300 to 90 through the creative management of outsourcing initiatives, make/buy analysis, and selection/oversight of an international supply base. ➥ Led highly effective integration efforts for Siemens acquisition of Acuson Corporation.➥ Awarded Siemens “Top Plus Award” for department’s activities as the best practice within Siemens AG. ➥ Participated in Siemens Executive Development Programs levels S1 S2 and S3.