• Business proposals; Sales and client support.• Managed blue-chip customer relationships regarding IT sourcing.

• Managed a multi-disciplinary team of procurement, planning, manufacturing, logistics, and engineering support professionals.• Delivery of key analytics and data to the CEO in regards to monthly forecasting and quarterly revenue projections.• Direct accountability for meeting the revenue objectives of the organization.• Directed R&D development and validation activities into production readiness, along with extensive NPI transfer projects during the introduction of GaN based… Show more • Managed a multi-disciplinary team of procurement, planning, manufacturing, logistics, and engineering support professionals.• Delivery of key analytics and data to the CEO in regards to monthly forecasting and quarterly revenue projections.• Direct accountability for meeting the revenue objectives of the organization.• Directed R&D development and validation activities into production readiness, along with extensive NPI transfer projects during the introduction of GaN based amplifiers for the satellite communication industry. Advantech was the leader to develop the technology and introduced an entirely new product offering in 2years. 30+ new designs were introduced.• Sales increased by 20% to a company milestone of 44 million in fiscal year 2014.• Overall capacity increased by 25% by implementing LEAN initiatives and more effective planning and resource utilization.• On-Time Delivery improved from 40% to 92%• Lead-time was reduced by 50% by introducing strategic forecasting and planning pre-assemblies.• Did the project coordination, engineering support and logistics of the most powerful (3.2Kw – Ku Band) Solid State Power Amplifiers installed by Ericsson for Oi at two sites in Brazil prior to the 2014 World Cup.• Direct involvement in several high value projects for the organization. S-Band; Water-cooled C band (6Kw – C band)• Trained planners on Phantom BOM concepts to facilitate and reduce efforts on planning and kitting.`• Provided guidance on various quality initiatives including the analysis of 1st pass yield• Analyzed excess and obsolete materials to improve cash flow. Negotiated the deal to maximize sales of excess and obsolete components at market value with no risk or cost to Advantech. 80K in sales over 1 year.• Introduced process to improve and save money for the organization estimated at 300K annually - alodine; Waveguide acid etch and copper clean; 1 step painting and plating; SS fan guards Show less

Mitec Telecom Public Company; Telecommunications industry (Satellite communication technology used for data and cellular backhaul)Mitec Telecom performed a divestiture of assets in 2011 and 2012. Involved in the day to day activities to maintain business continuity until the final operating assets had been sold.

MITEC TELECOM Inc. Director of Operations – Montreal $35M / yr Mar 2008 – Current Manage business and operational requirements – Telecom• Transferred manufacturing sites with negligible disruption. Results: Uninterrupted operations and reduced overhead leasing costs by 55%. Implemented an efficient and lean operational flow.• Disposition of excess equipment and inventory over 6 months. Results: Decreased depreciation and cleansed the operation of excess… Show more MITEC TELECOM Inc. Director of Operations – Montreal $35M / yr Mar 2008 – Current Manage business and operational requirements – Telecom• Transferred manufacturing sites with negligible disruption. Results: Uninterrupted operations and reduced overhead leasing costs by 55%. Implemented an efficient and lean operational flow.• Disposition of excess equipment and inventory over 6 months. Results: Decreased depreciation and cleansed the operation of excess equipment.• Improved OTD on-time delivery. Results: Focused on key performance indicators and improved OTD from 84% to 95% over a period of 8 months.• Introduced more then 8 new products. Results: Maintained delivery commitments during market penetration efforts in a harsh economic climate and multiple technical challenges.• Increased inventory turns. Results: Turns have increased by 50% with a focus on strategic sourcing agreements and supply chain focus on cash flow management.• Integral to ISO9001v2008 re-certification. Results: Successfully recertified the plant after significant restructuring.• Renegotiated calibration services. Results: Obtained savings of 40% for comparable services in previous years.• Restructured operations. Results: Improved Gross Margins by 10% with a focus on material and labour efficiency. Show less

Performed business case analysis and developed the business model. Secured partners and financing from equity partners and institutional financing. Developed the strategic direction for a new entity. Negotiated the terms and conditions for the acquisition of Mitec assets.

www.procom.ca• Developed business relationships. Results: Increased administrative business by 20%. Developed new customers. Increased business at a strategic key account by 70%.• Developed staff to reduce delinquent accounts receivables. Results: Decreased delinquent Accounts Receivables by 70%.• Improved reporting tools. Results: Clearer results that better define the issues and opportunities in retaining preferred vendor status.• Participated in milestone… Show more www.procom.ca• Developed business relationships. Results: Increased administrative business by 20%. Developed new customers. Increased business at a strategic key account by 70%.• Developed staff to reduce delinquent accounts receivables. Results: Decreased delinquent Accounts Receivables by 70%.• Improved reporting tools. Results: Clearer results that better define the issues and opportunities in retaining preferred vendor status.• Participated in milestone achievements. Recognized as being one of the 50 Best Managed companies in Canada. Recognized as 48th in the Profit 100 annual list of Canadian companies achieving growth. Show less

Review and advise on business processes. Efficiency analysis.• Re-structured manufacturing operations. Results: Enabled the organization to increase revenue from 3.8 to 5.6 million. Reduced delivery lead-times from 6 weeks to less than 2 weeks by applying Lean techniques in all processes from order entry to delivery.• Developed shipping process. Results: Improved efficiency, autonomy and reduced shipping errors by 40%.

• Introduced and installed a management operating system. Results: Improved On-Time Delivery from 74% to 99% in a 3rd party direct ship logistics environment for Nortel Networks.• Re-layout of manufacturing cell including KanBan levels. Results: Improved first pass yield by 15% and decreased manufacturing lead time by 40%. • Coached Supervisors. Results: Results oriented team that is motivated and focused on organizational objectives and developing team to continuously… Show more • Introduced and installed a management operating system. Results: Improved On-Time Delivery from 74% to 99% in a 3rd party direct ship logistics environment for Nortel Networks.• Re-layout of manufacturing cell including KanBan levels. Results: Improved first pass yield by 15% and decreased manufacturing lead time by 40%. • Coached Supervisors. Results: Results oriented team that is motivated and focused on organizational objectives and developing team to continuously improve.• Focused on planning and efficiency. Results: Reduced over-time dependency by 80% and improved efficiency vs. the standards by 30%.• Involved in the evolution of the MRP system from Copics to Oracle 11i with a customer managed backlog in SAP and an interface with SFDC (Shop Floor Data Collection). Results: Improved data reliability and inventory accuracy.• Designed a resource capacity model. Results: A strong predictor of resource capacity that minimized over-staffing scenarios in some areas while providing ample time to re-train in other functional groups. An estimated 15% reduction in workforce requirements was gained as well as quality errors from inexperienced staff being transferred with-out proper preparation. Equipment was brought-in based on strategic merit or shifted from other areas to minimize capital investment. Show less

www.perkinelmer.com

Management Consulting for USC and a competitor. Performing performance analysis and implementation of metrics driven management systems.• Implemented a management operating system, applied LEAN techniques - performed process mapping, line balancing and non-value added reduction analysis for the client. Results: Improved communication and response time leading to greater up-time, increased line speed and processing capabilities of approximately 32% and annualized savings of $900,000.•… Show more Management Consulting for USC and a competitor. Performing performance analysis and implementation of metrics driven management systems.• Implemented a management operating system, applied LEAN techniques - performed process mapping, line balancing and non-value added reduction analysis for the client. Results: Improved communication and response time leading to greater up-time, increased line speed and processing capabilities of approximately 32% and annualized savings of $900,000.• Improved departmental efficiency by introducing layout improvements and implementing a preventive maintenance schedule for the client. Results: Increased yield and reduced down-time amounting to approximately 15% improvement over the base period with annualized savings of over $225,000.• Developed “Best Practice Photos” training aids and a preventive maintenance schedule. Results: Improved average yield by 10% and annualized savings of $175,000.• Developed process improvements for Carpedia’s client, including floor layout amendments. Results: Trained the foremen to foster a problem resolution mentality and to attack all opportunity as is identified by the system controls. Attained $200,000 in method changes to develop over a 3 week period. Show less