A $150M manufacturer of highly-engineered ultra-reliable commercial printers with multiple plants.Vice President of Global Operations and Supply Chain • Drove new strategic vision and day-to-day operations of supply chain management, sourcing, offshore contract and in-house manufacturing, NPI, global freight, product forecast, global inventory, quality, and global warehousing operations of Private Equity owned company.• Reduced global inventory from $28M to $9M by building and implementing a centralized forecast demand planning process with input from sales, marketing, and product managers, and by optimizing global product distribution.• Created $3M+ in EBITDA each year and increased Gross Margins from 39% to 49% through PPV, lean manufacturing, global logistics and various supply chain/factory optimization projects.• Created and executed a strategic long-term global manufacturing/distribution plan with new factories in Malaysia and Mexico with closures in China and Singapore, which reduced global operational costs by $8M annually. • Acting Chief Transformation Officer reorganized and built entire company's departments into high performing teams with defined objectives and measurable metrics defined by improving customer satisfaction and driving cost savings.

A $250M commercial fitness equipment manufacturer with multiple plants and five international subsidiaries. · Executed a $125M budget to drive P&L results through cost containment, cash flow enhancement, revenue optimization, and product rationalization. · Supported explosive corporate growth of 25% year over year by implementing best practices across multiple domestic and international sites, including cost reduction, process improvement, lean manufacturing, materials management, demand forecast planning, and logistics initiatives.· Drove strategic vision and day-to-day operations of supply chain management, sourcing, offshore contract and in-house manufacturing, NPI, global freight, product forecast, global inventory, quality, and global warehousing operations.· Reduced operational costs by $12M by creating and executing a strategic consolidation plan for offices, factory closures, and warehouse facilities in the US, Mexico and Europe.· Reduced operational expenses by $14M+ each year through the development of manufacturing partnerships in China, India, Vietnam and Taiwan. Transitioned manufacturing from the US and Mexico to China and India, resulting in improved PPV, and MFG efficiencies, global logistics savings, and supply chain optimization.· Reduced global inventory from $28M to $15M by building and implementing a forecast demand planning process with input from sales, marketing, and product managers, and by optimizing global product distribution.· Created an enterprise-wide E-Commerce system, which seamlessly interfaced product demand to manufacturing, suppliers and customer distribution. Implemented Oracle SCM, Oracle ERP, and Warehouse Management System.· Acted as Executive Business Partner to USC and Chapman University MBA Programs; facilitated research projects in Business Operations and Global Supply Chain.· Executive Sponsor of Oracle ERP implementation.· ·

Epson is a $2B retail consumer electronics manufacturer. · Provided and executed strategic vision and planning to drive day-to-day global operations of supply chain management, production planning, manufacturing, logistics, quality, and warehousing operations. · Directed $10M warehousing budget, $50M freight budget and $400M manufacturing budget. · Reduced operational costs by $18M each year by multiple supply chain optimizations.· Improved retail in-stock performance to 96.8% through collaborated planning forecast replenishment processes, EDI, web-based interfaces, and consignment inventory management with retail partners such as Best Buy, Staples, and Wal-Mart.· Created strategic long-term manufacturing/distribution plan with greenfield sites, which optimized operational costs and freight expenses of 18K containers per year based upon customer demographics. · Reorganized and built entire company's operational departments into high performing teams with defined objectives and measurable metrics defined by improving customer satisfaction.· Implemented C-TPAT certification for imported product with US Customs.

Lantronix is an $80M publicly traded OEM supplier of Internet hardware.· Built company’s operational infrastructure in preparation of IPO public offering on NASDAQ. · Created strategic vision and day-to-day operations of global manufacturing, supply chain, product fulfillment, purchasing, production planning, customer support, logistics, quality, and warehouse operations. · Increased gross margin from 52% to 57%; managed corporate standard margin, gross margin, corporate budgeting, and planning. · Reduced COGS by 17%, inventory by 50%, RMAs and quality issues to <. 5%, and produced operational savings of $3M+ and $.07-$.08/share. Created a strategic manufacturing / supply chain model with scalability and redundancy using world-class manufacturing in China, Europe, US and Mexico.· Improved supply chain flexibility by 400%. Converted supply chain from consignment raw material manufacturing, which reduced scrap costs, minimized liability, improved cash flow, and reduced inventory.· Eliminated excess and obsolete reserves by 95%. Directed EOL projects and new product introductions.· Performed due diligence of acquisition targets for manufacturing, operations, supply chain, and distribution processes as executive member of mergers and acquisitions team. Consolidated operations after acquisitions.· Sponsored Oracle ERP implementation

Toshiba Computer Division is an $800M manufacturing of Toshiba desktop and server computers.· Managed the supply chain supporting a “build-to-order” environment with JIT supply and lean manufacturing. Directed manufacturing, material planning, purchasing, production control, inventory control, warehousing, demand forecasting, and company-wide MRP functions.· Increased customer service level to >99.9%.· Reduced inventory levels by 300%, and increased turns to 60 to 70, while volume increased by 400%. Orchestrated a Six Sigma Black Belt Project with Kanban replenishment at point of use on manufacturing floor, as well as hourly JIT deliveries of materials that increased throughput by 75%, while minimizing inventory. · Led business unit in a $14M implementation of i2 Supply Chain Software.

AMF Electronics is a $26M electronics contract manufacturer. · Contributed to $26M in annual revenues through orchestration of day-to-day initiatives for 175 employees.· Spearheaded growth initiatives, which grew the company from $8M to over $20M in revenue.· Reduced operating expenses by 10% and warehouse space by 50%, while company grew 300%.· Reduced inventory by 45% by implementing Kanban systems with suppliers delivering product weekly to the point-of-use locations on the manufacturing floor to eliminate the storing and kitting functions in the warehouse. · Reduced lead-time to customer by 40%, by purchasing production capacity at job shops, having on-site Kanban material at job shops, increasing stability of purchased parts' , and by reducing component lead-times by bonding material at distributors.· Oversaw cost accounting functions including gross margins, products' sales prices, labor and material costs, inventory valuation and standard costs.