Judy Bennett Email and Phone Number

In August 2015, I transferred within Cisco to lead multidisciplinary teams in streamlining and codifying the process of defining requirements for all elements within software and hardware NPI programs as those requirements expand and increase in complexity. I manage the development and implementation of technical activities or products in the New Product Program Management (NPPM) areas to meet production, quality, and cost objectives.• A key role is to influence manufacturing and engineering management in determining strategy and execution of technical solutions in manufacturing worldwide.• I have also led the creation of a Software Playbook project designed to clarify overlapping product business requirements and free up NPPMs and SCPMs to focus on time to market for all NPI programs.

Most recently, I was promoted into a senior position to create a cost-centric atmosphere and serve as subject matter expert (SME) and mentor for the Data Center supply chain program managers. I work with design engineers to influence selection of cost-effective commodities throughout the lifecycle of products and generate a wide variety of executive-level reviews on such topics as value engineering, cost performance, and overall cost health of products. Among my successes are:• Serving as a Cost Lead and Mentor for Supply Chain Program Managers. • I troubleshoot problems and develop processes to avoid downtime during major Oracle upgrades. • I have been selected to the design team for a Predictive Cost Analysis Management tool.• I designed a “Cost by Technology” model, an intelligent tool that measures and tracks cost setting to goals comparable to the industry and has been useful in negotiating vendor pricing, in one instance yielding a 9% savings for the power commodity.• I identified and recommended adoption of a licensed software tool that enabled should-cost modeling that generated a 15% cost reduction on a high-profile chassis prior to launch.• I lead Architectural Reviews early in the product design process to maximize early design stages to influence design for cost.• I partner with Engineering to create commodity design strategies that identified alternate and 2nd sourcing, cost-avoidance, and value engineering opportunities.

In this position I led Value Engineering teams and designed and managed product cost-improvement strategies across the Mid Range Routing organization. I also supported mechanical and electrical engineers across business units by creating value-engineering opportunities, led VE teams, and reported successes directly to executives in the business unit. Selected successes include:• Driving products savings of $13M in FY2008 and $12.5M throughout FY2009 and FY2010.• I initiated and led a New Product Introduction (NPI) cost-avoidance team that established value-engineering roadmaps prior to product launch.• I also formulated a risk strategy that mitigated savings erosion and product slips, enabling the business unit to exceed forecast by 74% and achieved the value-engineering FY 2008 goal of $3.9M savings.• I created a cost model that establishes cost of goods sold (COGS) and margin goals for all strategic products throughout the product lifecycle.

•Set strategic direction for Packaging, Labels, Hard Disk Drives and Battery commodities- $56M year spend.•Negotiated a 22% cost reduction for the Packaging & Label commodity. •Leveraged a high profile acquisition with Scientific Atlanta securing a 24-34% Hard Disk Drive cost reduction. •Conducted factory audits for the anti-counterfeit program and negotiated Master Purchase Agreements, Term Sheets, and NDA’s.•Designed, developed, and rolled-out an Excel based Cost Analysis Tool, “Hybrid”— tool used cross functions achieving productivity gains for Commodity Managers and Finance.

•Managed electrical mechanical commodity for the Cable BU’s sustaining products. •Managed suppliers across product platforms with successful ramping down avoiding excess inventory. •Received achievement award for developing critical supplier by implementing a Kan Ban system that ended the ongoing threat of missed shipments.

I began my employment with this manufacturer of test instruments used in scientific, medical, and chemical applications as a Buyer when it was still a division of HP. I was promoted to Strategic Buyer for the Chemical Analytics Division in 1998 and set direction fort the Printed Circuit Assembly commodity. I led a transition team for an entire electronic subsystem and was instrumental in achieving $2M in annual savings via a China outsourcing project.