Tasked to startup and oversee the StackVelocity OEM (Cloud Services) segment for Jabil. Required to develop and execute go to market strategies that penetrate new and existing customers targeting White box, JDM, and traditional EMS services in the EMEA, North America and Asia Pacific regions. Responsible for managing engagement strategies, P&L, planning, staffing, development and execution of quarterly business plans. • Increased OEM revenue from startup (no revenue) to $105M in first 8 months while exceeding executive level operating profit expectations.• Doubled revenue from $105M to$238M in second year while continuing to meet operating profit objectives• Created and staffed a Global Account Management office, Customer Sales Enablement Organization and Quote response team• Penetrated large OEM and Service Provider customers and obtained key design wins• Developed a strategic supply chain initiative resulting in $18M in cost savings and increasing organizations profit by 1.2%• Established partner alliance with major hard drive OEM to increase sales channel leads by 22%

Manage the Embedded Program Management organization in multiple sites. Responsible for $300 million in annual revenue derived from multiple customers and technologies. Ensure that programs are properly staffed and meet service level expectations. Track and manage financial plans and allocate appropriate resources. Provide leadership and manage team and individual performance. Oversee strategic initiatives, contractual compliance and define goals and objectives for the organization. • Created and implemented customer satisfaction quarterly survey to gain insight to the “Voice of the Customer” and developed plans to improve customer satisfaction. • Developed internal automated dashboard to measure key performance indicators that is shared with executive leadership, influencing change• Co-authored new product introduction (NPI) transition process to ensure a seamless transition from product introduction to sustaining production• Created forecast and price book tools that have been implemented across the organization • Defined appropriate roles and responsibilities within the organization and drive proven execution of strategies to realize measurable improvements in performance and growth

Managed multiple customer accounts in the European, Americas and Asian markets for the networking division that drove $330 million dollars in revenue. Engaged with executive management and manufacturing sites to provide leadership in the planning, designing and implementation of business plans, strategies, and tactics. Negotiated contracts and ensure sites adhered to defined metrics and Master Service Agreements. Developed and implemented business strategies, which help drive strategic direction. Managed all aspects of the accounts from contract, cap ex and P&L to supply chain and CM liabilities including E&O and inventory exposure. Report directly to the Vice President of Global Operations and provide weekly updates to senior executive staff on the execution of strategies and performance. • Facilitated multiple plant shutdowns and facility transfers including a $210 million dollar operation transfer from Germany to China in 8 months without impact to end customer resulting in an immediate cost savings of 32% .• Increased integration business by $52 million with an overall OP increase of 1.1% by developing localization plans for low cost regions, also resulted in a 3 week LT reduction• Reported on Key Performance Indicators for improving TTM, ITO, OP, E&O. Improved scorecard performance from 1.9 to 3.0 out of possible 4.0 in 2 quarters• Authored and drove customer QBRs, MORs, Global SAT Scores and engagement meetings and tracked and drove improvement plans – any result – if not goes top• Managed supply chain localization initiatives that reduced costs by $7.1M annually, an 18% cost reduction.• Negotiated multiple contracts with key OEM networking companies valued at $160 million dollars.

Established clear measurable goals and objectives to measure operational results, including monitored project timelines and forecast variances, scorecard performance and operational metrics, for one of the largest business units worth $220 million Engaged with cross-functional teams and customer on a global scale to ensure 100% compliance with business objectives. Key point of contact for customer, manufacturing plants and senior management for escalation and resolution. • Stimulated cost reductions for assemblies in the business unit by 43% through material sourcing evaluations, product localization, and manufacturing effectiveness. • Facilitated take over of customer’s in house manufacturing of Outdoor Bay Stations resulting in $35 million of new revenue to Sanmina • Worked with material management to execute an agility flex model to improve product manufacturing time from 187 days to 56• Established a PPV and EC process for five manufacturing sites to capture negative cost variances of $56K• Developed strategic supply chain and buffering programs that improved Product On-time delivery from 72.4% to 92.6% within 2 quarters and reduced overall lead time by 3 weeks• Established quarterly business review format for Electro mechanical product line that was leveraged across the organization.• Reduced material liability exposure of $2.1 million to $323,000 by performing internal audits, forecast history analysis and contractual review

Managed the Sun Microsystems global account valued at $26 million annually for the Teradyne backplane and assembly division. Developed strategic plans and proposals; negotiated contracts; implemented programs; followed through with strong emphasis on service and development of client relationship. • Increased Teradyne’s market share with Sun Microsystems from 22% to 53% resulting in an $8 million increase in new business• Co-Authored strategic partnership and development agreement with Sun Microsystems• Managed Six Sigma work on entire product line for OEM• Managed global account teams in Asia, Europe and Americas• Created and presented strategic plans to executives both internal and external• Co-Developed product roadmap for key OEM account

Led the start up of a new business unit supporting systems integration with key OEMs such as Lucent Technologies and Intel Corporation. Controlled strategy, marketing, and operating P&L. Conducted comprehensive assessment of the U.S., Asia and European market to identify specific opportunities and establish operations. Led the entire marketing/business development function.

Day to day management and leadership for a staff of 7 program managers as well as provide vision and direction for a $40 million business unit. Responsibilities included performance evaluations, resources, budgeting, QBRs, monthly management meetings and program management duties.