Thomas Maiello, Pmp Email and Phone Number

Direct Manufacturing NPI and Field NPI teams across all product lines in the highly regulated medical device industry. Ensure that the Manufacturing organization can quickly and effectively ramp new products and that the Field Service organization (all support levels and infrastructure) is trained and prepared to install, qualify (Customer Acceptance), and service new products.Drive the development and adoption of Design for X (DfX) initiatives across affected functions (Engineering, Mfg, Installation, Service, Education, Reliability, Supply Chain) to reduce life cycle costs to improve customer outcomes and Services profitability through design and development; developed the highly adaptable Life Cycle Cost Model (LCCM) which calculates improved profitability and ROI.Research new approaches to improve machine availability and improve Services profitability; approaches described in whitepaper “Improving the Customer and Field Service Experience Through Applied Technology”.

2015-2017 Morpho Detection, LLC (acquired by Smiths Detection)2017- 2020 Smiths DetectionResponsible for global product support, escalation management and closure, service metrics development and improvement, training (technical, customer, operator), and test center management for highly-regulated airport passenger and baggage screening and security equipment (large, complex, customer-owned capital equipment) installed and serviced in airports and other sites throughout the world. • Technology and business development: proposed, developed, managing and (now) deploying CORAL, a services-based initiative to establish a secure remote connection to the installed fleet to capture machine performance data, develop predictive analytics to anticipate and pre-emptively address machine failures, trigger automatic call dispatching, and integrate with existing call management and logistics systems. CORAL was the first successful program of this type in the aviation security industry.• Evaluated new services technologies, including virtual reality, remote connection and industrial IoT, for potential application on installed machines and in-development products, to reduce machine downtime and improve NPS, first-time-fix-rates, and Services profitability. • Managed a staff of 60+ staff (Global Product Support, Technical Training) responsible for global Level 3 and Level 4 escalation support (remote and on-site), customer test center management, machine installation, and customer acceptance.• Post-acquisition: business partner for the global field service strategy: restructured/realigned the Global Product Support organization (to include regional Technical Support and local Field Service) to integrate approaches from five Centers of Excellence (CoE) and multiple applications and systems. • Developed/implemented an integrated Life Cycle Cost Model (LCCM) and methodology.

Proposed, developed, and implemented “what if” portfolio modeling (short- and long-term time horizons) programs for Technology Development organization (1,800+ employees) by site, customer, technology node, production capability, skill set, and other critical parameters. Program Manager for global rollout of resource management business process and database.

Managed the operational P&L of a $460M product portfolio; operational planning and execution; Value-Based Pricing: development, implementation, and maintenance; pricing analytics and quoting; short- and long-term forecasting (quarterly and annual), capacity planning and management, and inventory management; sales operations and customer contract negotiation and management.

Managed the operational P&L of CPLD product line ($22M), including quarterly plan of record; spearheaded, developed, implemented, and then managed new product introduction (NPI) process for customer service group, including order management, bookings, backlog, and shipments; responsible for the successful launch of new products; developed requirements for and implemented an Intranet-based application designed to automate data collection of field sales priorities for allocated products; improved NPI “hit-rate” by 14% over 3 “knowledge turns.”

Managed staff of 22 Product Support Engineers, Technical Support Engineers, New Product Introduction Engineers, and Customer Support Engineers responsible for supporting new product introductions at customer sites (global basis).

Designed science instruments for planetary spacecraft (Thermal Infrared Radiometer Experiment-TIREX), for NASA’s CRAF/CASSINI and other planetary missions. Provided systems engineering leadership, analysis, and technical direction to Stratospheric Observatory for Infrared Astronomy (SOFIA).