CardLogix (www.CardLogix.com) is a smart card, secure credentials, physical & logical access and biometric solutions provider. We are focused in providing the most secure and leading-edge technology through standard applications and customized solutions (software, hardware, desktop or mobile devices) using microprocessor cards, biometric enrollment, verification and identification systems through mobile, desktop and wearables devices. Our offering provides corporate or governments institutions the most secure credentials, physical & logical access, biometric and solutions for their unique environments. CardLogix software and hardware solutions provides instant deployable and instant issuance secure credentials. With our innovative biometrics instant enrollment, issuance and verification systems (IDBX and BIOSID), CardLogix is the only North America vendor offering, out of the box, secure biometric credential issuance solutions. With our US production facility, we can customize, produce, fulfill, print, encode, and provide smart cars with Mifare, DesFire, JAVA and the MOST secure Operating Systems. We provide global solutions for government for their secure credential needs (National ID, Health Care cards, Drivers licenses, Passports, Visas, Secure Paper, Diplomas, etc..) and corporations (employee ID’s, Corporate securities, Hospitality, Equipment Identification, etc…) and Logical & Physical access solutions. Contact us to learn more on how we can support your needs.

Global Executive Leadership Consulting works with executive teams and managers on company process improvements, funding, sales, and new product introduction. Developed new business models for the energy, water ,aerospace, and medical markets. Working with investors on company funding and business strategies.Leading change in management structure, and developing new business / employees cultures. Providing direct leadership in Operational Excellence (Six Sigma / Lean processes) consulting to various industries.+ President & CEO for Cosmetic business (Liminova / Spritz N Color / Top Coverage)+ President & CEO for Stone Flagon Whisky LLC (Baron's Select brand)+ Developed 4 new business models for established and startup companies+ Work with PE companies providing M&A evaluation & business acquisitions reports+ Implemented Continuous Improvement processes in companies+ Coach / Mentor senior executives, directors, and managers on leadership

Cannon, VEAM, and BIW Connector Systems are world-class brands and leaders in electrical and fiber optic connectors supporting the broadest portfolio of interconnect products across the Aerospace, Military, Industrial / Instrumentation, Transportation,Oil & Gas, and Telecom markets.Responsibilities: Recruited to re-engineer operations, and to identify / exploit business development opportunities in medical, aerospace, military, and industrial market segments. Led manufacturing, sourcing, procurement, and customer service. Directed 2000 associates in 9 facilities, including international sites in Japan, China, Italy, Germany, and the UK. Accountable for $400M P&L, with full BIW Connector Systems (Oil & Gas) $50M P&L ownership.• Implemented global sourcing strategy generating $8M in cost savings in 6 months• Improved business practices achieving 15% productivity improvements• Led business strategies achieving $20M sales growth/increased profitability from $32M to $35M• Revised industrial footprint P&Ls and optimize global structure, delivering $25M per year

World leader in Electrical and Fiber optic connectors in Aerospace (Space, Civil, Military), Industrial (Trucks, Heavy moving Agricultural equipment), Transportation (Railway, Ships, Submarines), Automotive (EV, F1, NASCAR), Oil & Gas (deep sea applications), and energy (Solar, wind) with a specialty in demanding and harsh environment. Deutsch ($700 M sales / 3500 employees) was owned by a Private Equity firm and was sold to TE Connectivity (13 X EBITDA) Responsibilities:Recruited to lead the P&L and operational strategies (Make or Buy, M&A, Global Operations Locations, CAPEX, Product Transfers), Develop Sales growth and presence in Emerging Countries (India & China), Global Sourcing activities, & Continuous Improvement (6 Sigma, Lean, VSM, 5S) -Developed an improved industrial & organizational structure to deliver $20M in EBITDA enhancement-Implemented and delivered a Global Sourcing strategy which delivered 225% savings in 12 months-Deployed & lead corporate re-organization providing 15% sales growth in China & India in 2011-Designed & deployed Continuous Improvement (Six Sigma, Lean, VSM, 5S) with $10M in savings in 2011 year

Provided consulting services to start-ups and establish organizations in these areas: Business Turn around activities / financial needs, Global Operations evaluations/recommendations, Make or Buy decisions, Go to Market and Marketing strategies, Sales process and compensation improvements, and Continuous Improvement Implementation (Six Sigma, Lean, TQM, ISO, TOC)-Developed new business models in the financial advisory fields.-Developed & successfully implemented a Continuous Improvement strategy ($600M business)-Developed business model, business plan and strategies for new web based start up.-Mentored various business manager on business strategies, directions, & HR guidance

World leader in fitness equipment (Nautilus, Bowflex, Schwinn Fitness, Stair Master, Trim Line, Universal) with sales of $400M in the Direct, Retail, Commercial and Medical channels with 800 employees globally. Responsibilities: Recruited to lead the $100M Commercial Division P&L (Sales, Marketing, Customer Services, Order Management) with 12 direct reports & 500 employees while retaining the SVP of Operations responsibilities. -Lead the division into our first profit over 3 years in September 2009 after 4 month as the GM-Reduced losses Q over Q by 63% ($4M reduction) with 10% Sales decline due to division sale-Achieved 5% COGS reduction in 3 months while improving Sales and Customer responsiveness-Supported the sales of our commercial business delivering customer orders on time while reducing cost of global commercial activities by 15%-Reduced our HQ footprint by 60% and successfully relocated all employees to new dedicated area

Responsibilities: Lead the Global Operations (MFG, Engineering, R&D, Distribution, Logistics, Facilities, Sourcing, Parts, EHS, Testing, VOC, PM, Process Excellence) with 16 Direct Reports and 425 employees-Improved Operations (10% OTD, 25% NPI, 15% Customer Satisfaction) with 20% HC reduction-Improved by 40% Product Development (PD) to market through R&D and NPI processes-Closed & moved product lines (on time/on budge) from thet US to Asia with no impact to our sales and customers while improving margins by 25%-Structured sourcing organization with dedicated worldwide supply chain & logistics with payments terms improvement (50%), distribution inventory reduction 25% & cost reduction by 5% YoY. -Implemented operational cost reductions by 25% ($15M) within 12 months. -Consolidated five commercial and consumer distribution centers into two separate locations. -Completed the engineering re-design of our premium commercial line in three months which reduced the BOM by 17% and improved MFG cycle time by 20%.

World leader in lighting equipment (LED, Industrial, Photonics, Consumer Flash applications, Lights, Medical), sensors (military, OEM applications (range finder, temperature, gas detection, Medical), and medical devices (Amorphous silicon, detection devices, hair removal applications, skin regeneration). Optoelectronics has sales of $500M and 4000 employees globally. Responsibilities: Lead P&L’s worth $342M with the Specialty Lighting division (Photonics, Industrial Flash, Analytical, & Industrial components) including Sales, NPI, Engineering, R&D, Customer Service, marketing, Operations and Business Development, and Global Operations responsibilities for PKI Opto.-Improved margins 10% Year over Year (YoY).-Delivered 8% productivity improvements (total $24 million in 2008).-Responsible for 13 global manufacturing facilities (7 direct and 6 indirect) with P&L $220M.-Initiated & implemented Market & Marketing strategy with focus in competitors’ products challenges-Lead 3 P&L ($122M) financial performance {(US HQ Fremont, CA), (Salem, MA) (Cambridge, UK)}

Responsibilities: Lead the Profit and Loss (P&L) for the $75M Industrial Lighting group (Photonics and Industrial Flash) business which included NPI, Engineering, R&D, Customer Management, Operations & Business Development while retaining the VP Global Operations activities (listed with previous position)-Improved Sales growth by 7 % year over year with added customers globally.-Improved productivity by 8 % ($22M in savings through Scrap & Lead time reduction and Mat Def).-Implemented OSHAS 18001 across all MFG facilities and lowered accident rates by 50% YoY. -Responsible for 13 global manufacturing facilities (6 direct and 7 indirect) 3 full P&L financial performance {Europe HQ in Frankfurt ($140M), US HQ in Fremont ($80M), Cambridge UK ($15M)}.

Responsibilities: Lead the $220M P&L financial performance (Europe HQ in Frankfurt ($140M) and US HQ in Fremont ($80M) with R&D, Sales, and Operations) and 13 facilities [China, Indonesia, Philippines,Singapore, Germany (3), UK, Canada, US (4)] with ~ 3000 employees including Global Supply Chain, Quality, Manufacturing, EHS, Continuous Improvement and Manufacturing Engineering.-Reorganized the Global Operations into three distinct regional organizations by combining Quality/EHS, MFG Eng / Maintenance, Six Sigma/Lean Manufacturing, Sourcing / Planning -Restructured the Sourcing organization into 2 specific areas with dedicated operational and strategic teams in optimizing supplier performance, accountability and material deflation-Improved Operational Profits for the P&L’s by 5% through restructuring and cost management -Delivered over 7% in productivity Gross Margin improvements through, material deflation and continuous improvement initiatives

Responsible for the UK Operations P&L ($100M Sales/500 employees) including all operations departments-Turned around the operations from a losing business (- 1% to +3.5% profits) with a GM improvement from 10% to 14% ($2 M increase).-Moved the UK Operations to a new (200,000 sqft) facility where I’ve designed, managed contracts, and scheduled all activities for the new site mon on time and on $30M budget. -Implemented DFT, JIT, Lean MFG, 1 Piece Flow & 6 Sigma, which resulted in 30% improvement in capacity, productivity, & space utilization.-De-layered the overall organization and reduced head count by 100 employees while improving productivity from 62% to 76%. -Reduced Cost of Non Quality from 4% to 3% of Sales ($1.0M savings), which included warranty / claims reduction from 1.8% to 1.4%. -Improved R&D development by 25% with focus on customer requirements and customer benefits.-Introduced new leadership and evaluation systems for employees rewards and performance.

Responsibilities: Lead the manufacturing improvements, layouts, investments, lead time reduction, plant closure, plant re-location and inventory reduction for 11 facility globally (USA (1), Sweden (4), Finland (3), UK (1), France (1), Poland (1)) through Lean MFG, Kaizen, Six Sigma, 5S, SPC, 1PF, On Time Delivery, Inventory reduction, productivity, warranty, and Cost Of Quality-Built, instituted & taught multi-cultural Process Improvement Methodology (6S, Lean) -Responsible for High Volume Assemble To Order (ATO) MFG Environment (3 Million products/yr) to Design To Order (DTO) from large fans (12 ft in diameter) to small valve designs.-Instituted all MFG metrics, business strategy/ model for all MFG centers.-Re-designed 3 MFG Facility layouts which incorporated: 1 Piece Flow, Lean MFG methodology ( 30% space & capacity improvements), 24% HC reduction, 80% Cycle Time Reduction. -Implemented projects in reducing inventory by 25% and improve the company inventory turns from 7 to 14 for the Flakt Woods Group while improving On Time Delivery for the group by 20%. -Responsible for the closure and move for 2 Swedish manufacturing center to France and the UK

GEPS was a manufacturer of gas, steam, nuclear, aero derivative energy turbines. Responsibilities: Lead the Greenville Gas Turbine Sourcing organization (a $3 Billion business) and member of the Greenville Leadership Management team.Improved the Global Supply Chain activities with cost reduction and parts delivery (on-time and quality) -Advised and implemented the Global Sourcing Strategy for the Gas Turbine business-Responsible for Supplier Quality, On Time Delivery, Scorecard and improvements-Developed Low Cost Country Sourcing Strategies (Asia, Latin America, Eastern Europe)

Responsibilities: Lead Quality (MFG & Customer) and Six Sigma organization for GEEPE ($2.0B in Sales / 2,400 employees) with direct leadership of 110 employees and 3 facilities. Reporting to CEO.Lead the Quality improvements for all manufacturing sites located in Germany & France (Customer satisfactions and complaints, Production improvements and issues, Suppliers defects and Customer Sites) -Responsible for the Quality budget, staffing and appraisals (GE Sessions I, II and C).-Produced Six Sigma benefits worth $ 43 MM in Savings & $ 62MM in Funds Flow (300 projects)-Implemented a Total Quality System (TQM) & Control (TQC) through a single quality system, structure & certification for3 facilities (Germany, France and US) at GEEPE (ISO 9001 Ver 2000)-Leader for the digitization at GEEPE and digitized the Quality department-Responsible for translating the Six Sigma material from English to French and German

Responsibilities: Manage the Six Sigma and Lean implementation at GEEPE with 3 direct reports (Black Belts) at 3 European facilities.-Implemented Six Sigma to our 3 MFG facilities in France (2) and Germany (1).-Implemented Demand Flow Technology (DFT) / Lean MFG to all facilities in France and Germany (Achieved cycles and inventory reduction by more than 30% with $30M in savings).-Integration Team leader (implementation of GE Power Systems) metrics, culture & procedures-Trained a team of 12 Six Sigma MBB and BB for three sites which resulted in 100 completed Six Sigma and Lean Manufacturing projects over 12 months

Responsibilities: Managed 12 local nationals for all Latin American Sourcing activities for GE businesses with activities in First Piece Qualification (FPQ), Request For Quotation (RFQ), Purchase Orders (PO), New Supplier Introduction (NSI), and Supplier development for GEPS in Latin America-Business leader for all USA based supplier migration to Latin America-Developed & implemented global web based B2B commercial application for GEPS (Conquistador)-Recruited, managed and trained a team of 12 local nationals for all Sourcing initiatives in Mexico -Developed new Mexican organization which placed over $18M in PO with avg 35% savings-Verified suppliers capabilities & provided engineering technical support for GEPS in Latin American

I evaluated the processes and proposed opportunities for cost reduction, cycle time and quality improvement projects

Lead the development in scrap reduction of airfolils manufacturing using Six Sigma and achieved savings of $1M.

Developed the Website for the Engineering department, assisted in classes for Ansys Finite Element Analysis software, Senior Aerospace design

Implemented all IT services (network, IT support) and lead the procurement for all materials for the company