Pavan Katte Email & Phone Number

Chicago, Il, Us

Chicago, Il, Us

Menlo Park, Ca, Us

Change of industry to construction. Part of the leadership team with responsibility for Manufacturing and Technology. The technology offered the promise of reducing construction time by nearly 30% with significant improvement in product quality. Personally, this opportunity had a three-prong mindset for me:a. Delve into a start-up culture and create impactb. Improve bottom line by streamlining factory operations and productionc. Improve both top and bottom line by introducing relevant industry/academia technologiesResponsibilities- Board Member/Director/Officer of the company with legal, statutory, and compliance responsibilities- Owned the Glazing, Joinery, and PoD’s business units. The goal was to grow the business from 7 Crore/month to 20 Crore/month while maintaining a minimum 25% margin (960kUSD/month to 2.7MUSD/month). This required a complete revamping of the organization structure, people, and business approach.- Three, state-of-the-art factories pan- India. Factories were well equipped but needed the loaded capacity to stay positive. The focus was to identify flexible planning that would allow for optimization of equipment and still maintain positive IBT- Collaborate and evaluate with academia and industries to introduce mature technologies into construction (both at the site and at the factories)

Houston, Texas, Us

Cross functional role (S&OP, Supply Chain and Manufacturing) that was created through a business activity driven strategic decision to reduce Capex and manage the business through Spare Parts. Fundamentally this meant that if the Spare Parts were not timely and/or cost effectively available, we would lose revenue.My responsibility was to Assure Spare Parts availability. The success of my effectiveness was a straightforward measure of Down For Parts – indicating revenue lost owing to unavailability of the Spare Parts. Achievements- Strategically mold the status quo organization and workflow to a scalable Spare Parts centric organization with minimum disruption- Global portfolio size was 60k+ part numbers (43% high runners) and 300+ globally located suppliers. The vast scope required to be logically drilled down to what is time relevant, critical to business and has impact. This exercise identified 7k part numbers and 63 suppliers.- Back to basics focused drive (Planning, Supplier Management, Dual Sourcing, Warehouse efficiencies and distribution optimization) on these identified part numbers/suppliers led to Down For Parts improvement by nearly 35% and maintained Cash Flow targets- The Demand to Deliver framework ensured transparency with key suppliers and allowed fluency in contract and negotiations- The evaluations led to Heat Maps allowing for early problem detection and better reaction/response time. Supplier Managers were enabled to intelligently discuss and deliberate with key suppliers

Houston, Texas, Us

Global Category role encompassing one of the largest spend for Schlumberger: $1.2B. Portfolio was 11k+ part numbers with 650+ global suppliers. My responsibility was to strategically leverage the portfolio size and scale to derive the most favorable conditions for Schlumberger. My success was measured on improvement in Inflation, On Time Delivery, Cash Flow, Supplier Quality and Supply Chain InnovationAchievements- Led and implemented a logic-based program that targeted the part numbers and suppliers that we need to focus on to derive best impact. Formulation resulted in a consolidation strategy to spread the spend between 110 suppliers rather than the 650+ suppliers. Vetted analysis indicated savings of $270M (both internal and external) over 3 years. Project is currently in action- Conceived, formulated, and implemented Machined Parts negotiation blitz with key supplier managers and suppliers that led to a price reduction of 3% across the board. Challenged what is being negotiated and initiated intelligence and preparation in negotiations- Owned, implemented, monitored, and measured the category strategy across 16 geographic locations - Owned the contract for key suppliers (63 suppliers representing 73% of the spend) and ensured favorable contract coverage for the category- Led a global transformation project that looked at changing the machining philosophy from Subtractive machining to Additive machining. This led to identification of high runner parts and top tier suppliers who would enable the Additive Manufacturing goal for Schlumberger- Owned the strategy on identifying suppliers for the Industry 4.0 journey. Defined the Machined Parts suppliers for the future for Schlumberger

Houston, Texas, Us

Cross functional role (Manufacturing & Supply Chain) that was responsible for the global Manufacturing & Supply Chain for the Seismic Product Line in Schlumberger. My responsibilities were to direct and manage the Business Units sustainably and profitably; their P&L and Product Delivery performance and to own the roadmap to align with business conditionsAchievements- Managed a revenue of $250M and a 260 strong manufacturing and supply chain organization in Norway and Malaysia- Created and implemented the concept and business case for the transformation of a labor-intensive product to a fully digitized and automated process. Incumbent product was built in a low labor cost country, this modernization allowed a further 20% reduction in costs after investment. Process was transportable to different geographies (conceptualized for work in Malaysia, currently being used in France)- Enabled business entity creation in Malaysia that allowed for significant tax holidays and eventual product cost reduction- Led the Supply Chain Team in successful negotiations with key suppliers that allowed YoY inflation at -8%In the second year of my assignment, there was a corporate decision to sell the business. My role at this point realigned to put on paper the valuation of the Business Units, convince and inform the stakeholders the valuation and consequences of closure, seamlessly shut down/transfer the business with no negative legal, government and supplier impact and ensure key talent is identified and maintained.(https://www.hartenergy.com/exclusives/schlumberger-finds-buyer-westerngeco-assets-600-million-deal-31349)

Houston, Texas, Us

General Manager responsibilities encompassing the New Product Development, P&L, Product Delivery, Legal and HSE functions for a Business Unit that designed and manufactured Power Delivery Equipment used in the Oilfield. The location had 220 employees and an annual revenue of $160M.Achievements- Plant was producing top-notch products, but the evolving market required a lower cost product with no compromise in function. Manufacturing efficiencies were saturated. This required the transformation of the Engineering roadmap. I led the effort in the creation, business case and implementation of this strategy which today has gained significant North American traction with a 22% reduction in standard cost and drastic improvement in market share- Devised and monetized the client acceptance tests at the location. The Assurance tests ultimately played a significant role in successful tender wins- Enabled no price increases on final product while the commodity products (copper) fluctuated. Ensured positive IBT (Income before Tax) throughout the tenure- Managed an Environment Protection Agency flagged site with no HSE incidents and lost time over the period of three years

Houston, Texas, Us

Responsible for all the Manufacturing activities of a $154M/220 personnel facility. Facility manufactured hi-tech, complex physics equipment used in the evaluation of formationsAchievements- Grew the locations revenue from $120M to $154M during the 3-year tenure while maintaining a positive IBT. Main challenge was to maintain quality delivery and positive IBT during a period when the Japanese Yen was appreciating against the US Dollar- Successfully navigated the Manufacturing organization from the aftermath of the March/11/2011 Tohuku earthquake and Fukushima nuclear accident. Revenue impact was limited to 2 months with strong and on track recovery in the following months- Successfully implemented Digital and Automation solutions to the in house Printed Circuit Board manufacturing. This allowed capacity improvement from 400 boards per month to 1500 boards per month without affecting quality- Maintained the reputation of being one of the best Quality and Delivery center for the Schlumberger organization- Successfully introduced and managed change in the organization after implementing a new Concurrent Lifecycle Management system- Improved and maintained the HSE (Health, Safety and Environment) record for the center. Recorded and reported YTD (year to date) 2.5 million plus hours of injury free days- Successfully commercialized and introduced into Manufacturing two main products that represent 12% of the current revenue

Houston, Texas, Us

Responsible for pioneering the start-up of a new venture for Schlumberger. Managed the Global Technical Services team, Global Business Systems Support team and the Supply Chain Services team.Achievements- Led and started the Global Engineering center in Pune, India. Multi-faceted, all hands on deck role that involved: recruiting and growing the best talent in India, standardizing the workflow between the global Engineering centers and Pune, owning and measuring the performance and value proposition of the organization and putting together the roadmap for the center of excellence- Maintained and managed strong government and tax authority relations to ensure transparency of the business unit- Setup the Electronic component watchdog that continually scrubbed and monitored (early detection) for obsolescence and superior fit/form/function replacement- Worked on establishing an early day, scalable top tier Supplier footprint in the sub-continent. Enabled geography spend to increase from $500k to nearly $2M- The establishment started with about 60 engineers; it is about 350 engineers today

Houston, Texas, Us

Roles as an Engineer in Engineering, Manufacturing and first line management

Masters, Mechanical Engineering

Education record