ServoTerra is an innovative SaaS and B2B e-commerce business model providing a solution that becomes part of a company's sustainability strategy addressing the inefficiencies in today's brick and mortar IT Asset Disposition (ITAD) industry leading to improved financial and sustainability performance. ServoTerra moves the IT asset disposition activity up into the asset management process enabling customers to optimize disposition the same way they manage for usage and performance.ServoTerra provides a game changing solution that closes the chasm between IT Asset Management (ITAM) and IT Asset Disposition (ITAD) for cradle to cradle IT Asset Life Cycle Management. The enterprise is leaving millions in asset value on the table. The ITAD industry consists of hundreds of brokers, consignment houses, auctions, and local mom and pop shops that are feeding off the reactionary event of asset disposition. The industry is heavily burdened with brick and mortar that returns pennies on the dollar to the asset owner. The ITAD industry today with its major players and hundreds of smaller ones is analogous to the perpetual software license industry before SaaS and the cloud. Business owners know they are getting pennies on the dollar, but until ServoTerra, they have never had the service and platform to change the game. ServoTerra provides planning and market intelligence, a SaaS deliver model, and an innovative B2B eXchange that capitalizes on the weaknesses inherent in this industry.

Charged with driving the business from $3M in revenue to $100M over three years time by balancing budgets, controlling expenses, and putting into place infrastructure. Provided technical and program management expertise to support business development initiatives, i.e. winning new accounts and transitioning into day-to-day operations with ease.

Managed an operations, program management, materials management, and manufacturing engineering staff of ten responsible for bringing deliverables throughout the entire product lifecycle, from initial concept to end of sale. Developed and implemented program lifecycle management processes to ensure expectations are met. Ensured open lines of communication between departments. Reviewed overall program health and proactive risk management as a member of the product program review board. Implemented quantifiable new product launch and quality metrics to measure success of programs. Reduced ECO changes after production release by 90% by formalizing DfM reviews with engineering and contract manufacturers. Slashed product launch time by 25% by motivating the Contract Manufacturer to launch the product successfully and continue to improve on quality. Transferred CM manufacturing site from Guadalajara, Mexico to Penang, Malaysia; $1M annual COGS savings.

Oversaw order administration, customer feedback and improvement programs, contract manufacturer demand fulfillment, and business systems development and integration. Managed a team of 15 employees and 2 supervisors. Implemented a B2B, Rosetta-Net based, order management backbone that supported back office demand fulfillment processes with contract manufacturer and automated customer notification, thereby reducing order entry cycles from 7 days to less than 24 hours. Served as a Six Sigma Champion on a B2B System data integrity initiative, which improved the quality of record transactions from 70% to over 98%. Achieved Green Belt Six Sigma Certification by decreasing customer order resolution average cycle times from 90 days to less than 5 days and average backlog of cases from 125 to 25.

Managed planning/inventory control, purchasing, manufacturing engineering, production, shipping, and business systems with 67 employees, 5 managers. Directed the conversion of an acquired company’s production line from work order based to repetitive JIT manufacturing, which reduced WIP inventory by $50K and overall inventory by $75K. Implemented SAP manufacturing, planning, order administration, inventory, ECN, and service modules to replace the ASK MANMAN system, coming in ~$500K under budget.

Managed the production of integrated data printing machines from sub-assembly to final configuration. Transitioned new products into production through a manufacturing engineering group. Managed 20 employees. Coordinated the relocation to San Jose, CA, which reduced square footage by 40%, saving ~$1M annually. Drove outsourcing program for all subassembly and PCBAs, saving ~$250,000 annually.