Oversee all aspects of global planning, S&OP implementation, supply, demand, supply vs. Demand, product development process (PDP) and integration of Aerohive planning into Extreme Networks planning. * Successfully converted all demand signals including POs into Extreme's systems. * Integrated Aerohvie planning in Extreme Networks planning meeting all planning cycle deliverables. * Successfully changed monthly forecasting process from near-term planning only to a Mid/Long-term planning to better enable roadmap, EOL, and overall decision making within the organization at all levels. * Manage communications process, S&OP, within Sales, Marketing, Product line, Supply Chain and Finance functions to ensure that all planning activities contribute to the achievement of defined business and financial goals * Created, developed, and implemented tools sets to combine 9 different systems and 17 reports to a signal source of truth which created end-to-end visibility of supply chain and reduce decision making from days to minutes. * Developed & implemented weekly, monthly, and quarterly planning cadence process as a part of an overall S&OP implementation strategy/process. * Used tools to drive visibility & reduction in OCOGS through better air/ocean planning. Results were to reduce cost per unit OCOGS by 40% and reduce air by 20% while increasing inventory turns by 30%. * Developed cross-functional tools to proactively identify anomalies in sales opportunities to ensure order fulfillment. * Tariff mitigation planning * Implemented a program that actively worked to offsetting OCOGS within ODM agreements. * Initiated a directive to validate and action all inventory across the enterprise which resulted in the removal of 140 inactive SKUs from forward stocking locations by cleaning duplicate and obsolete SKUs, saved $276K inventory and 140 locations cost within 3PLs.

Oversee all aspects of global planning, S&OP implementation, supply, demand, supply vs. Demand, product development process (PDP). * Successfully changed monthly forecasting process from near-term planning only to a Mid/Long-term planning to better enable roadmap, EOL and overall decision making within the organization at all levels. * Manage communications process, S&OP, within Sales, Marketing, Product line, Supply Chain and Finance functions to ensure that all planning activities contribute to the achievement of defined business and financial goals * Created, developed, and implemented tools sets to combine 9 different systems and 17 reports to a signal source of truth which created end-to-end visibility of supply chain and reduce decision making from days to minutes. * Developed & implemented weekly, monthly and quarterly planning cadence process as a part of an overall S&OP implementation strategy/process. * Used tools to drive visibility & reduction in OCOGS through better air/ocean planning. Results were to reduce cost per unit OCOGS by 40% and reduce air by 20% while increasing inventory turns by 30%. * Developed cross-functional tools to proactively identify anomalies in sales opportunities to ensure order fulfillment. * Tariff mitigation planning * Implemented a program that actively worked to offsetting OCOGS within ODM agreements. * Initiated a directive to validate and action all inventory across the enterprise which resulted in the removal of 140 inactive SKUs from forward stocking locations by cleaning duplicate and obsolete SKUs, saved $276K inventory and 140 locations cost within 3PLs.

Oversee all aspects of global operations including planning, S&OP, execution, manufacturing, product development process (PDP), strategic sourcing, supplier selection, EMS provider selection and management, logistics, fulfillment, reverse logistics, agency testing, quality and cost management.Accomplishments:• Successfully negotiated and put in place a supply chain with a leading distribution partner and international EMS. • Developed an S&OP process that connected PDP process to Sales and Operation Planning.• Managed and directed manufacturing operation both at and external EMS and internally.• Identified and hired several key directors.• Successfully managed costs with each stage of development to optimize cash flow within the organization.• Implemented tools and processes (financial & Operational) to ensure we are compliant to external audits.

As Senior Manager of Materials Management, I oversee materials operation, including managing a $2B annualized spend, inventory management, and SOX controls for material costs and supervise a team of 16 spread out across multiple locations. Accomplishments:• Successfully standardized processes and tools across 5 CMs and within team, delivering supply planning that enabled consistent messaging of available supply while enabling multiple upsides. • Increased CTB accuracy to 98% from 90% four weeks out.• Achieved a 200% upside within three weeks on platforms, maintaining/limiting excess and obsolescence to .15%.• Implemented tools and processes over the last four years with no external audit findings.

In this role, I secured new business opportunities by developing solutions to compress supply chains for clients and creating proactive proposals to target IT/hi-tech customers. Accomplishments:• Successfully generated two new customers and two new product lines with existing customers• Developed and implemented double digit improvements in end customers’ satisfaction, including 40% reduction in mfg. time, 60% reduction in supply chain partners, and a 35 % reduction in call center volume. • Identified five new target customers, obtaining RFIs/RFQs within 6 months of targeting.

Description: In this position, I oversaw five accounts and new customer development with team of four for a unit that produced $400M in annual revenue. I also handled all aspects of customers of P&L statement, including forecasts and continual improvement plans and performed a variety of other essential tasks including developing proactive proposals, customer satisfaction plans, lean deployment, and balance sheet management. Accomplishments:• Improved inventory velocity 33% and PBIT 266%, continually improving or maintaining balance sheet and financial goals quarter over quarter.

In this executive role, I developed value-chain improvement plans for the computing and storage sector, including collaborating with five major customers to present plans to customers’ senior managers. I also established cross-functional teams to implement plans involving IT, Finance, Program Management, Order Management, and Site Management.Accomplishments:• Value chain plans helped reduce planning cycles 333%, increase inventory velocity 46%, OTD 26% to high 90s, and overall customer satisfaction.

In this position, I managed a team of five for a unit generating $600M in annual revenue from seven global manufacturing sites spread across three continents. Accomplishments:• Improved customer scorecard from “red-not able to quote new business” to “green-eligible to bid” within three quarters. • Decreased operational cost by implementing a lean end-to-end yield project resulting in a yield improvement of 57 points to 75% from 18% within one quarter. • Applied lean principles to reduce customer’s lead time 66% by identifying and reducing non-value add activities and implementing new IT tools.

As Site Manager and Materials Program Manager, I supervised a staff of 31 comprised of material program managers and data analysts and managed load versus commit process while acting as Site Asset Manager. I also coordinated and oversaw interaction between supply base management, customer supply base, master scheduling and material program manager groups to ensure optimal supply chain development for customers. In addition, I handled negotiations of new and existing customer contracts for the materials department. Finally, I directed and participated as needed in developing standard processes for corporation. Accomplishments:• Spearheaded key initiatives, including new COA targets for the changing business model within US manufacturing sites and revising customer liability processes and customer forecast acceptance processes.

Responsible for managing eighteen program managers on four accounts totaling 500 million dollars in annual revenue. Utilized my strong understanding of Solectron’s processes and systems to hire and train several new team members and to garner continuous improvement of my team. Directed and mentored new product teams during complete production start-up and ramp of a new product line. Developed a systematic weekly reporting system that measures key account metrics which provide sound, reliable information to management. Conceptualized, designed, developed and implemented several information management tools that automated reporting processes and gained clearer visibility on issues that impact the P&L for various accounts.

Managed total life cycle for all materials used for th 1996 Olympics.Developed and managed the life cycle for all ACOG materials. Collected, consolidated, and coordinated venue material requirements for all ACOG functional areas, suppliers and contractors in 160 venues which totaled 16 million dollars. Identified and standardized furniture, equipment and other materials in a fiscally responsible manner. Promoted item substitution opportunities, efficient procurement strategies and other cost control measures. Analyzed supply vs. demand and allocated materials within budget constraints. Developed key tools, processes and PC-based systems to facilitate departmental and organizational goals. Managed various key logistics and ACOG resource projects.