Drive formulation and execution of the operations and contract manufacturing (CM) strategies to support EKO health goals and objectives and deliver on its visionManage and grow the supply chain, including strategic CM partnerships, key material suppliers, and the Product Lifecycle Management (PLM) strategy ( using Arena) to allow efficient coordination and execution along the entire chainIntegrate Contract Manufacturing (CM) partners and key material suppliers into the new product design processDrive Design for Manufacturability (DFM) efforts to ensure products are optimized for manufacturability, quality, reliability, serviceability, flexibility, and costCollaborate with various internal stakeholders to create and manage cross-functional processes to deliver high quality new products on time.Balance supply chain constraints with needs to support the forecasted demandManage all elements of the partner selection process for manufacturing, systems, freight forwarding, fulfillment, and transportationManage all logistics partners to optimize the delivery of the product from Contract Manufacturing to the end-userDrive Planning to optimize the supply chain and develop the tools for the Supply Demand Planning process to effectively manage inventory and forecasts from NPI through EOLEstablish and maintain key supplier business relationships in coordination with the existing technical / Engineering relationshipsImplement or improve all key operations processes (Planning, COGS, Supplier metrics, etc.)Develop timelines in collaboration with management, balancing the demands of commercialization, supply availability, and budgets to deliver products to consumers, to help commercial teams understand timing, and to allow the business to accurately produce financial forecastsAfter NPI, begin establishing Quarterly Business Review (QBR) and Supplier Performance Index (SPI) processes for all key suppliers to the company

Drive continued improvements for $300M spend, covering procurement and handling of all electrical, mechanical, and fiber optic components and supply chain partners to meet and constantly rise above strategic goals. Orchestrate global team of 16, using best practices and one-of-a-kind strategies in managing total cost of all direct materials supporting and regularly enhancing a $1.5B and growing to $1.8B business. Maintain clear communications across all aspects of relationship management, as well as contract and cost negotiations. Champion a commodity management culture of efficiency, collaboration and productive to secure Electrical components, Sheet Metal, Machining, complex PCB’s and flex circuits, optical and laser components, and industrial grade fiber optics to deliver on budget and EBITDA objectives. Spearheaded 2018 half year cost reduction of 6.5% through the rigorous assessment of procurement structures. Helm creation of commodity teams and strategies to optimize the balance between expenditures and quality. Perform supplier consolidation and establish constructive supplier partnerships to synergize operations. Develop a Clear To Build Process with all CM’s, incorporating cutting-edge software and technologies.

Oversaw Global Commodity group supporting electrical components, realizing regular gains to organization profits through innovative problem-solving. Guided 5 Sr. GCM’s in administering one-of-a-kind commodity strategies that support designs. Overhauled systems dictating usage of $385M total spend, including digital components, analog components, passive components, and more. Promoted to Head of EE GCM, actualized 2017 cost reduction of 10% and earned commendations from leadership. Exceeded all expectations as owner and creator of commodity playbook and strategic commodity strategy, and sought as an advisor to other departments in carrying out related activities. Built alliances in conducting cost and NRE negotiations, securing rebate of average 60% return of NRE dollars spent despite significant operational challenges and logistical/supply chain issues. Acquired key talent to establish a pace-setting GCM team. Supported un-interrupted supply of components in a volatile market, integrating standard operating procedures and unique initiatives which addressed and remediated chronic performance gaps. Managed escalation for all supplier opportunities or issues, ensuring superior service and swift resolution.

Championed excellence in conducting materials sourcing for electronic components for R&D of leading-edge sensing and low power wearable devices, attaining regular praise for navigating complex problems and facilitating growth. Collaborated with research scientists to find optimal equipment and materials. Negotiated crucial flexibility agreements that allow 20%-40% upside inside lead time, showcasing outstanding communication and interpersonal skills, as well as extensive understanding of short- and long-term business needs. Excelled as the primary liaison for all supplier activities. Saved $7M in the first year on $120M component spend, in addition to driving forecasted savings of another $6M for 2017, and provided extensive reporting to executives to support continued business expansion. Designated as Operations Leader for ODM relationship while incorporating a leveraged development model, with the product came in half the time and lower cost to develop than internally-developed products; shortlisted for the prestigious NPI Delivery award for exceptional performance, and trained incoming hires on related ODM concepts. Employed a contemporary entitlement model for understanding pertinent actual costs, resulting in estimated cost avoidance of $4M on all programs with no negative impact on overall product quality. Received praise for guiding first low-cost component cost from project start, and subsequently attaining annual cost reduction of 5-7% for all major commodities using exhaustive research into current supply chain trends. Coordinated with suppliers to identify new/emerging technologies which delivered on long-term objectives.

Maintained superlative performance in governing materials management/sourcing for electronic materials representing 20% of total annual revenue (~$2B business), innovating on outdated procedures to support profit increases. Gained extensive experience in a high-volume manufacturing environment and developed understanding of concepts surrounding NPI development and project management involving total budgets of up to $350M. Actualized flexibility agreements involving 20% upside inside lead time, rising above all company expectations. Achieved 5% quarter-over-quarter cost reduction for all major commodities by reevaluating multiple suppliers and establishing a new bidding process which increased competition. Led a vital new design negotiation with no NRE ever, with the effort positively impacting $10M in savings.

Host and assist in the management of innovative communication and management tools focused on delivering efficient strategies for client to maximize ROI. Manage the development of software as a service software package and delivery to clientele. Establish website, partner contracts, and software platform database management.● Conceived and pitched the concept of a software solution to asset management to a group of partner investors● Built a demo to show to potential angel investors● Successfully secured start-up capital to support our software solution.● Spearheaded architecture and design of the SaaS application and first working code to customers on time and within budget.● Main technical lead on all customer demo’s including conference and tradeshows● Gained award recognition from SalesForce.com for the unique design of Asset Management SaaS solution.● Main technical interface with the company that would purchase Servoterra, a world class asset recovery solutions provider● Successfully worked to transition the solution to buyer.

Recruited to turn around a supply operations organization. Accessed the skill set of an organization that has 25 individuals, Developed and implemented the plan to reorganize the supply chain organization to support a new global organization. Successful in building the new global organization to include management in Asia, and two other sites within the USA. Key Architect in the design of the international procurement office in Singapore. Successful in turning a vertically integrated manufacturing organization into an integration site by designing and implementing the corporate outsourcing strategy. Currently sourcing globally to support this vision. Key Leader in the Lean / Six Sigma initiative within the Operations group. Operations Leader on the team developing the manufacturing facility in China. This facility is a Greenfield startup where I was instrumental in negotiating the contract with the building developer in Xiamen China.

Recruited to manage semiconductor suppliers supporting all hardware supporting iMac, and Macbook products. Oversaw contract development and negotiation with suppliers and published a monthly, forecasted cost reduction model. Accountable for NPI development with suppliers. Performed as primary contact for external market analysts and for communicating market data to commodity group. Interfaced with Marketing and Engineering on new product development and introduction. •Managed a global supplier spend of more that $200 million annually.•Negotiated cost reduction with semiconductor suppliers, PCB, and other electrical suppliers•Managed a staff of 6 Commodity managers•Effected an annual cost reduction in excess of $1 million

Recruited to oversee supply chain organization within the Internet Communications Division. Supported demand without delay in a highly allocated market meeting a customer demand that regularly increased each month. Developed the mission and processes in support of the product life cycle from concept to product delivery. Oversaw supply base management, engineering purchasing, MRO purchasing, materials program management and component engineering for multiple sites. Created and maintained the global outsourcing strategy. Negotiated subcontractor agreements and communicated manufacturing vision to subcontractors and other organizations. •Grew division sales from $11 million in 1998 to $450 million in 2001. •Increased inventory turns from 4 annual to over 24 annual within 18 monthsAchieved annual cost reductions of 10% in 1999, 2000 and 2001.•Increased revenues more than 300% and market share 60%.•Grew organization staff from 1 to 20 in 18 months.

Recruited to manage memory semiconductor suppliers supporting all hardware products. Oversaw contract development and negotiation with suppliers and published a monthly, forecasted cost reduction model. Accountable for NPI development with suppliers. Performed as primary contact for external market analysts and for communicating market data to commodity group. Interfaced with Marketing and Engineering. •Managed a global supplier spend of more that $300 million annually.•Effected an annual cost reduction in excess of $100 million