Pat Doughty Email and Phone Number

As the Powertrain Program Manager, responsible for the technical coordination and support of engineering development projects related to Powertrain Sales to OE client. Drives following up on component, system and vehicle development, day-to-day activities with engineering, and other functional teams, always having the top-level project goals in sight. Working closely with clients to define requirements, prepared Statements of Work, set deliverables, and provide status throughout the projects.- A client-facing advocate for the Company, who is flexible and responds quickly, energetically, and enthusiastically to changes. - Able to structure and prioritize vague activities and track details, as well as be in touch with the big picture objectives. -Developed and executed Statements of Work (SOWs), accurately estimating project durations, budget, and resource requirements, while tracking projects against the plan of record plan.- As a Core Team Leader, a fearless organizer who works with the highly skilled hardware and software engineering design teams, as well as every other functional area involved in Product Development, in order to identify and resolve potential risks to the schedule, resources and budget and/or to the quality of the product. - Strong understanding of the Company’s Product Development processes and systems used to track all corresponding activity, from part design and procurement to system and vehicle level verification, to production validation and ramp-up. Able to cross-reference this process to that of the Powertrain Sales client and identify potential gaps in terminology or process steps. - Cross-functional communicator and interacts with all product engineering disciplines.- Communicated frequently with our OE clients/partners to define requirements, develop specifications, present solutions, and manage expectations on project deliverables.

As a Senior OPM, was a business process architect, created the strategy and tactical execution impacting 20% of the products representing over $200M in revenue annually for the last phase product lifecycle. Developed and lead strategic business process improvements to improve Company’s efficiencies. Developed and managed the product lifecycle products transitioning from production to obsolescence, while managing Company resources and global suppliers.- Creating something where no process had been, tactically managed and evolved the last Stage of the Product Lifecycle for process and execution tools to improve efficiency by 20% per year to the point where the EOL process can be transferred to a lower cost center.- Managed project portfolio as Core Team Leader who drove Product Lifecycle (PLC) management with global, cross-functional teams, both internally and externally to the Company, to meet revenue and time schedules and reduced E&O by $2M per quarter to improving shareholder value by over 20%. - Reduced material E&O materials year over year by over 80% by converting excess to revenue by engaging Operations, Product Management, Product Marketing, Finance and Sales.- Process Development Team leader for the development, execution and tactical management of the Supplier Last Time Buy Program feeding into the efforts to reduce E&O by $2M per quarter.- Drove Process Development projects based on a RACI with cross-functional teams to improve Company efficiencies, with inbuilt-in flexibility for constant improvements and supporting DFx and Lean Manufacturing initiatives. Execute process Root Cause Analysis and implemented Correction Actions Plans.- Core Team leader of the Board of Directors Efficiency Initiative to increased overall SKU efficiencies by 50% with the use of analytics and a cross functional team management, gained alignment to obsolete over 3,300 Finished Good SKUs to reduce procurement chaos, and creating effective revenue producing SKUs.

As a Senior OPM, was a business process architect, created the strategy and tactical execution impacting 20% of the products representing over $200M in revenue annually for the last phase product lifecycle. Developed and lead strategic business process improvements to improve Company’s efficiencies. Developed and managed the product lifecycle products transitioning from production to obsolescence, while managing Company resources and global suppliers.- Creating something where no process had been, tactically managed and evolved the last Stage of the Product Lifecycle for process and execution tools to improve efficiency by 20% per year to the point where the EOL process can be transferred to a lower cost center.- Managed project portfolio as Core Team Leader who drove Product Lifecycle (PLC) management with global, cross-functional teams, both internally and externally to the Company, to meet revenue and time schedules and reduced E&O by $2M per quarter to improving shareholder value by over 20%. - Reduced material E&O materials year over year by over 80% by converting excess to revenue by engaging Operations, Product Management, Product Marketing, Finance and Sales.- Process Development Team leader for the development, execution and tactical management of the Supplier Last Time Buy Program feeding into the efforts to reduce E&O by $2M per quarter.- Drove Process Development projects based on a RACI with cross-functional teams to improve Company efficiencies, with inbuilt-in flexibility for constant improvements and supporting DFx and Lean Manufacturing initiatives. Execute process Root Cause Analysis and implemented Correction Actions Plans.- Core Team leader of the Board of Directors Efficiency Initiative to increased overall SKU efficiencies by 50% with the use of analytics and a cross functional team management, gained alignment to obsolete over 3,300 Finished Good SKUs to reduce procurement chaos, and creating effective revenue producing SKUs.

As PM, lead hardware and software development of New Product Introductions through a formal product development process, from end of concept through production, while working with Plantronics global design centers, JDMs and ODMs. Able to take broad concepts and business opportunities and convert into a structured execution plan.- Core Team Leader of new product software development process, managed SW product lifecycles with Agile methodology, and created the software/firmware development and release processes to align with business needs resulting in 100% on-time delivery. - Business process architect that created, evolved, and tactically managed of the Tactical New Product Development process still in use by the company. Developed the NPD processes to improve project execution from 50% to 100% on-time delivery within two quarters. Created the first alpha and beta test programs executed by the company.- Core Team Leader that drove Enterprise new product development, with global cross-functional teams for on-time delivery of 15-25 NPD projects per year varying in R&D size from $500K to $2.5M per product and about $50M in revenue. Developed hardware (mechanical and PCBA designs), firmware, and software integration following Waterfall and Agile methodologies releasing about 700 SKUs to production. - During a 12 month and $24M corporate effort, was Core-Team leader for a broad cross functional team to release the first global packaging effort impacting nine products concurrently which led the company to multi-point increase in market share, impacting 60% of the company’s revenue for products expected to be in market for 2-3 years. - Broke down complex project requirements into clearly defined tasks per team member with a timeline and budget to create corporate alignment between organizations for the project mission focus. Regularly reported status and risk mitigation to senior executive management.- Developed and execute the initial Alpha & Beta programs.

Led cross-functional teams by managing the Product Safety Program and established and deployed compliance & regulatory (C&R) roadmap for all products under development. Tactically managed Budget and schedules of all Third-party activities. Responded to the customer RFQs as required.

Managed all aspects of the Company's services with clients utilizing SEMI standards.