Manufacturing Operations, Materials Management, Advanced Machining Operations, Global Customer Service, Global Logistics, Facilities

Responsible for the business integration and restoration of profitability of the Trilux Medical Acquisition. Full P&L and business performance responsibility. Dual reporting the Mizuho Medical Chairman of the board and President and COO of Mizuho OSI. Held this role concurrently with VP Operations role.

Responsible for the Global Customer Support functions for Zonare Medical Systems (A Mindray Company)

Responsible for global service strategy development and deployment to 25 affiliate counties. Personally responsible to help affiliates set service business goals and objectives then monitored and mentored through goal attainment.• Promoted to newly created global team, chartered to improve customer service, increase revenues and profitability• Grew revenue 11% globally and >25% in APAC region.

Responsible for all processes after product delivery• P&L responsibility – grew revenues 24% and bottom line profits from 8% to 22% of sales.• Improved customer satisfaction 56% (4.21 to 4.65) in three years.• Increased customer visit productivity in the field by 29%.• Implemented SAP ERP and CRM 5.0 and 7.0.• Built a culture of continuous performance improvement through a quarterly planning process.• Developed and mentored high performance management team.• Key member of Global Service Excellence team – Multiple Strategic Business Units.

Supported various project teams in Cisco to re-engineer the Service delivery process and develop customer centric performance measures; DMAIC process coach; mentor new project managers; develop data acquisition, analysis systems, data modeling, and reporting schemas.

IDE is a privately held company that serves the semiconductor capital equipment market. It is a market leader in acoustic, seismic and electromagnetic isolation systems.Overall responsibility for the Livermore facility• P&L responsibility – grew revenue 142% in two years.• Built relationships with new strategic accounts to achieve 3 significant design awards• Developed and drove sales strategy on new products

Overall responsiblity for the Robotics Business Unit• Attained profitability in first quarter after arrival• Established 3 yr. strategic market penetration plans for 60% market share capture• Focused engineering development efforts in support of account penetration plans• Implemented lean manufacturing in a capital equipment environment

ADAC is a $300m OEM of diagnostic imaging equipment serving the oncology and cardiology markets. 1999-2000 VP Service Business Development• Increased revenue by $4,500k in one year• Effectively negotiated national service agreements in excess of $1,000k1998-1999 VP of Operations• Managed overseas development, material procurement and product cost below targets• Reduced total system manufacturing costs by 30% ($3k/system)• P&L responsibility of $17m in annual expenses and $80m in material procurements1997-1998 Director of Operations • Reduced multi-plant manufacturing operations expenses by $2,111k• Fully deployed quality metrics in all facilities1995-1997 Director of Materials• Achieved a $5,000,000 annual material cost improvement for 3 consecutive years on current products• Reduced Operations inventory from $21,000k to $10,000k • Key contributor to winning the Malcolm Baldrige National Quality Award

Space Systems/Loral designs and manufactures communications and weather satellites for the commercial and DoD markets. Contract backlog was $2,000m with annual revenues of $800m.1994-1995 Deputy Director, Program Management Systems• Developed and implemented an enterprise-wide business performance system• Developed a satellite parametric cost model to assist in proposal pricing• Developed a program management manual to standardize practices and reporting1993-1994 Materials Manager• Architect of 132 person Materials organization restructuring• Developed a supplier managed inventory program saving $500k annually• Instituted a material planning process improvements saving $250k annually1992-1993 Parts Reliability Engineering Manager• Reduced Engineering costs by $1,200k through process improvements• Reduced specification generation cycle time and applied time by > 50%1989-1992 Technical Analysis and Support Manager• Led tiger teams for technical problem resolution• Commended by NASA for customer support and service