Senior Director Instrument Operations Planning and Platform Management - Jun 23 – presentResponsible for: - Leading cross functional operations & supply chain teams to develop and deploy the capabilities required to both enhance / improve existing products and launch new ones into the market. - Commercial and Service instrument planning  achieve availability targets while meeting inventory & cost goals for the company.

I manage a team of ~25 people (US & Europe) that is responsible for the following:o Demand Planningo Global Master Schedulingo Sales and Operations Planningo Inventory Management including Excess & Obsolete

Responsible for the following at Fremont factory: - Vehicle scheduling - Production Planning - Industrial Engineering - Business Systems & Production planning at Gigafactory 1

Responsible for scheduling & planning for the Fremont Factory

Responsible for material planning for all new program introductions

Own planning (see below) and product customization (design validation, procurement, partner selection & management for products accounting for ~$100M / yr) Determine and gain alignment on the operational budgets and manage communication to the senior leadership teams on the planning performance of the region Key accomplishments:- Spearheaded an effort to transition the inventory target setting methodology from a heuristics based approach to one that is analytically driven- Maintained operational performance thru a major business transformation of the planning function which created a significant resource constraint during the most important quarter of the year.NOTE: Role was eliminated as part of a major WW supply chain re-organization that consolidated many regional functions into centralized groups.

Own the inventory supply plan for the entire regional portfolio (~500 SKUS across 10 product categories) and the collaboration with regional marketing and worldwide manufacturing. Responsible for the key operational metrics: customer availability (90+%), inventory (~$75M in the DC for an annual material spend of ~$500M) and expediting costs (~$17M / yr inbound air freight from Asia) Key accomplishments:- Championed & implemented increases to regional safety stocks improving customer availability by ~5% while reducing expediting costs by ~30%- Implemented improved reporting capabilities to provide earlier visibility to supply/demand imbalances & potential impact on key metrics- Led analysis effort that identified $3-5M / yr opportunity to be gained from re-structuring the supply chain to a subset of our customer base.

Work with management teams to improve supply chain and operational performance via the use of data driven decision making and analysis techniques. Example projects:• Consumer returns supply chain analysis in Brazil (Computer manufacturer) – Identified ~$2.5M / year cost savings opportunity. Led cross functional, international team through analysis which recommended changes to the network structure, fulfillment processes in the distribution center, and call center response directions.• Product variety management (network equipment maker) – Performed analysis which identified$4M / yr in potential savings from rationalizing negative gross margin products from the portfolio. Led effort to characterize organizational cost impacts of product variety. Developed the ‘rough cut’ model used to identify the potential value of changing the existing portfolio management process.

• Managed an international team of program managers that led cross-functional analysis and systems and process design & deployment efforts. Project examples: - Distribution Center setup – Led effort to design, implement and debug a new DC with IPG’s 3rd party LSP. Project enabled $10M/yr cost savings & $40M inventory reduction due to location, improved visibility and flexible space management. - Contract Manufacturing (CM) model – Led effort to align on a common outsourcing model & associated partner interface architecture (EDI maps, associated business processes) to enable competitive bidding across CM’s. Results: $4M / yr in efficiency and pricing gains• Frame and facilitate the creation of the supply chain strategy and translation into a roadmap for resource allocation ($2.7B / yr business)• Assess applicability of new supply chain technologies (e.g. RFID) and deployment opportunities.

• Led business consulting projects to help HP businesses make better data driven decisions in the areas of supply chain network design, planning and inventory management, product design for supply chain, forecasting and warranty cost management. Example benefits: - $60M annual savings enabled for business PC’s from shifting from a pure regional manufacturing model to centralized base manufacturing with regional completion. - $3M annual savings enabled for inkjet cartridges in the European market from supply chain network changes to take advantage of a marketing driven packaging change that reduced product fan-out.• Managed the customer relationship with HP’s Imaging and Printing Group ($20B / yr). Responsible for managing sponsor relationships and identifying and scoping projects. Annual run rate resource costs to support this work was >$1M.• Facilitated strategy development for the world wide supply chain development leadership of the Imaging and Printing group.

Graduate Internship while at MIT as part of Leaders for Manufacturing program.Thesis: "Business modeling as a decision support tool in the jet engine aftermarket business"Analysis focused on identifying barriers to growth that existed with Pratt's overhaul business as they prepared to ramp for significant growth.

- Designed, developed and deployed automated tooling to measure and adjust key printing parameters during assembly. Tools were significantly cheaper, with greater uptime reliability than existing solutions in place. - Led implementation of a 15 station flexible automated assembly system from Sony. Sony stated HP’s implementation had the fastest ramp to stability of any external customer. - Coached R&D team on design for assemble-ability which yielded a 40% improvement in assembly efficiency in the next generation product