Thomas Halverson Email & Phone Number

St Charles, Illinois, Us

Led prototyping and new product launch out of two facilities and managed change implementation for hundreds of automotive modules and switches.• Successfully launched over 15 new products/year on-time, within budget, and with sustainable yields.• Managed the implementation of countless changes driven by the worldwide disturbance to the semiconductor industry caused by the Covid Pandemic – ensuring strong controls to protect all stakeholders and meet our customer’s demand.• Reduced excess material exposure by 47% through implementing rigorous oversight of prototyping materials thereby reducing waste by an average of $225K USD/yr.• Management of both product changes and end-of-life programs led to a reduction of obsolete materials/finished goods – first year savings realized greater than $1.25M USD in savings.• Annually responsible for the release of ~80 BOM creations/changes in the organizational ERP (QAD) – improved the BOM registration/implementation time from greater than 30 days to less than 14 calendar days.

Responsible for the creation and enforcement of robust new product launch processes to ensure on-time, quality product that meets all customer expectations.Developed pre-production procedure that includes all stakeholders and requires verification that prior to any manufacturing of prototype products all necessary controls are in place and manufacturing & the supply chain has all necessary information to execute.Established teams at multiple manufacturing sites to oversee pre-production activities and assist the operations team to have all necessary data to conduct both evaluation and validation builds.Established procedure to hold both pre and post production trial run meetings to ensure knowledge and requirements are shared with the maximum number of stakeholders. This allows for the addressing of issues identified before large scale production is attempted.

An exciting position helping to launch new products efficiently and with the high quality demanded by our customers.More details to be published in the future.

Providing evaluations of companies Product Operations and delivering actionable recommendations for organizational improvements in the areas of product development and launch management.Assisted small to medium sized organizations build a strong deep bench of motivated project managers empowered to make significant impact to both company goals and customer satisfaction.

Hanover, De

Led the World Wide General Motors profit center for infotainment and connectivity products such as Telematics, and Radio Head Units. • After an early termination of an awarded program in which significant expenditures had been made I worked with the internal team of financial, engineering, and human resource groups to develop acceptable levels of transparency that lead to the recovery of 100% of expended costs - $9M, unheard of in the automotive industry, all while managing the relationship. • Lead numerous quoting activities on new products that established better costing, timing, and feature evaluation by empowering and challenging a world-wide, multi-cultural organization to re-evaluate standard operating procedure and enabled us to close historically significant competitive gaps and increase profitability. • Worked closely with my account teams in Europe, Australia, Brazil, and China to continuously drive new product offerings regionally that were heavily based upon reuse, but provided the unique needs of the region. In Europe and Russia I was able to take a telematics product and with little modification use it to penetrate the upcoming mandate of Emergency Calling (E-Call) positioning our organization to be on the forefront of this opportunity.

Hanover, De

Led the profit center for General Motors, Ford, and Chrysler NAFTA products responsible for P&L, product roadmaps, definition, and lifecycle management. Products included OnStar and Ford SYNC.• During the Launch of the Ford Sync project was a key member of team to bring our China manufacturing facility up to full capacity meeting all internal and external goals of quality and profitability. Routinely traveled to China, and managed the team stretched across multiple continents and time zones accommodating the needs of all time zones while minimizing any one area hardship with communications.• Products managed delivered over $125M annually and continued to provide profitability improvements year over year even during the automotive downturn. By continuously managing the variable costs of my products, particularly the truly wasteful expedited freight and quality issues my team and I were able to not only survive, but thrive during the downturn.• Factory quality and delivered quality issues were the most significant issues when I was asked to take this position. By utilizing a systematic review of both the design and the manufacturing process my team was able to engage the right subject matter experts from across the organization to improve 1st time factory yield by 39% and delivered quality defect reduction of 94% not only adding directly to the bottom line, but increasing customer confidence and satisfaction.

Primary interface to the customer from execution to director level leading a matrix organization of engineering, manufacturing, supply chain, and quality for OnStar Telematics product. • Was recruited to position for the development and launch of the first digital telematics unit that was severely over budget, behind schedule, and plagued by quality issues. My team and I conducted an assessment of the issues, using the 20/80 philosophy we assigned priorities to tasks and then met individually with the team members to get their input and support. Within 6 months the schedule had been recovered, the quality issues had been addressed, and budget overages were significantly reduced. • Warranty expenses within the automotive industry are tremendous as components and modules are often built within the vehicle therefore a product that costs $100 may have a $300 impact to the supplier. Using innovative analysis of warranty returns similar to medical triage and an expedited feedback cycle to manufacturing, engineering, and supply chain organization I was able to reduce warranty expenses by $20M over the lifetime of the product.

Responsibility for maintenance of line activities for telematics products servicing, customers ranging from GM to Rolls Royce, improving their profitability and maintaining their life cycle through minimal redesigns and component selection.• Executed a redesign of the GM product using a new technology printed circuit board which allowed for less components, better performance, and significantly reduced cost. Working with a very limited number of staff and challenging them to explore ways to reduce complexity, improve quality, and reduce cost we became a team of reputation for achieving tremendous success in not only the execution of the changes but more importantly the validation and ultimate approval by the customer in a very change adverse environment.• Implemented cost saving initiatives as part of the manufacturing move from Harvard, IL to Nogales, MX by bringing in testing and manufacturing consultants to get the greatest efficiency when we re-established the manufacturing line. Having the new production personnel work with the consultants and my engineers we achieved buy-in and commitment to actions that reduced our manufacturing costs by 65%.

Quality manager for Telematics products sold both to OEM and Tier 1 suppliers.• Managed the transition of a portion of a consumer electronics manufacturing company into a world class automotive supplier of , at the time, ground breaking technology. Educating all stakeholders as to the value of additional measures necessary to comply not only with QS-9000, and eventually TS-16949 required diligence and an understanding of the resistance to change and the precieved lack of productivity and profitability. By showing the benefits of meeting more rigorous standards would have not only on customer satisfaction, by also on total productivity many of the changes were implemented in areas not involved in the automotive business.• Drafted the processes that were needed to institutionalize the mindset and provide guidance to the entire value chain of steps needed for success. This included working with the supply chain to create separate processes for automotive products that were serviced by the same supplier that provided similar components to the consumer electronics side of the business.

Bsee, Engineering

Education record