Robert Walton Email and Phone Number

Reporting to the VP of Supply Chain. Responsible for managing all vehicle commodity teams for the successful launch of the Lucid Air sedan.

Responsible for managing and leading commodity teams for Body-In-White (BIW), Chassis, and Battery Enclosure. Previously Responsible for Powertrain, Thermal, and Capex purchasing teams.

VoiceCut was to be the world’s first voice command video editing software that allowed users to edit video WHILE filming. I was a co-founder of this small start-up and left the corporate world to push a dream of owning my own business. Funding depleted prior to significant progress on the Beta software release. Position responsible for daily coordination of activities, project management and ensuring a sustainable path forward between internal Marketing, Development, Investment, and Finance coupled with the voice of the customer. • Successful Alpha launch of the VoiceCut software. Managed the Customer Service process for Alpha users. Analyzed feedback for bug resolution, and incorporation of features into our Beta specification. • Responsible for all data analytics, and conversion into a path forward with feedback from our customers and alignment to a sustainable business model. Used data to drive improvements in the software functionality and to set on-going targets and metrics.• Developed the VoiceCut “Business Plan” in conjunction with competitive analysis, customer feedback, cost/benefit analysis and timing.• Development of the investor pitch deck and support media that helped establish meetings with the CMO at Facebook and Kleiner-Perkins. Deck successful in landing CEO of LifeLock as our advisor

Sourcing Transformation is responsible for the strategy development of all supplier-to-supplier transition projects within Honeywell Aerospace. Projects are brought through the Standard Transition process (STP) pulling together a team of engineers, quality and commodity management. The Sourcing Transformation team manages the project to ensure proper scope development, priority, engineering due-diligence of all parts, supplier RFQ and selection, and Legal, Compliance, and Export conformance.• Managed and directed a team of 11 professional level project managers and supporting non-region resources for transition project development. These projects realized $19.8M in pipeline productivity, up from $10M in 2011. 65% of project mix related to continuity of supply, where the transition process improved PPM to 301 and OTTR to 94% (Improved from 24,000PPM and 47% OTTR).• Drove project priority for continuity of supply projects (65% of project mix). Productivity projects developed through e-Auction results, growth platform focus, and ISC sourcing team initiatives. Project execution utilizes a part family mindset to align parts to strategic grow suppliers. Part family strategy reduces piece price through supplier capital utilization, develops a robust supplier, and improves quality and delivery.• Promoted and developed team ideas for process improvements to minimize project cancellations (reduced by 80%), reduce project execution time, and to improve project hand-off to the execution team.• Managed and prioritized an ISC Materials Management budget of $30M Engineering, Capital and Supplier NRE. Added responsibility for Supplier capital tooling refurbishment where an additional $7M of supplier capital and qualification are prioritized based on revenue and yield rates.

Responsible for managing supply chain partner and suppliers for a stirling engine used on the Suncatcher, including engineering and manufacturing issue resolution, cost and supply agreement negotiations, and management of cost reductions and power improvements.• Worked with engineering, manufacturing and supplier teams to manage cost down and performance improvement efforts for the start of production stirling engine design. Cost down efforts realized a 40% reduction in start of production cost through Re-source, Re-negotiate, and Re-design approach and met the target price and power curve for start of production.• Developed Supplier Sourcing strategies for critical components and systems for the Power Conversion Unit – these strategies were presented to both Stirling Energy Systems management and utilities customers to present that a robust supplier had been chosen with engineering support, quality assurance, delivery, cost effectiveness, and strong financials.• Conducted supplier competitions in conjunction with the supplier sourcing strategies; managed on-going negotiations and issue resolution.• Procured prototype and service parts – responsible for RFQ, negotiation, PO issuance and delivery.

Responsible for the design and launch of the engine/transmission mount systems for the Ford F150, Ford Expedition/Lincoln Navigator, and Ford Escape vehicle lines.• Managed a cross-functional team of engineers and suppliers through a successful part re-engineering and cost reduction, resulting in a $13 million dollar cost save for the company and F150 platform; received award from VP of Product Development.• Identified and translated customer requirements into product targets in terms of cost, weight, noise, vibration and harshness (NVH), ride, and durability through warranty analysis and competitive benchmarking; F150/Expedition, and Navigator subsystem warranty rates reduced by 75%.• Facilitated supplier competitions with Purchasing for cast, stamped and rubber components; competitions required analysis of tooling, piece price, and testing costs to optimize the financial equation vs. functional requirements and timing. • Led a "lean" team to complete packaging studies across multiple engine and vehicle lines to promote cost efficiency through commonality of part design and to protect for customer driving conditions, manufacturing tolerances, and assembly. Resulted in a common engine mount system across all F-series and Expedition/Navigator, driving lower R&D costs and communized tooling.• Oversaw the supplier production part submittal process (PSW), including manufacturing and design review, quality data reviews and resolution.• Led both local, plant, and executive management design reviews to update management, gain support, & drive decisions.