Transition & manage Global S&OP process to a center led, optimized process with standard KPI'sInstitute Inventory Plan of Record with goal of reducing inventory by 28M+(18.4% reduction); driving inventory optimization through standard work & processes (focus on Quality of Inventory & PFEP)Optimize systems utilization and employee effectiveness through re-implementation of MPR using Master Production SchedulingContinue to drive improvements and breadth of coverage with Business Intelligence platform

Led Business Intelligence platform implementation (SCO); automating data analytics and visualization across multiple business functions using PowerBI • Conceptualized all Procurement related PBI report content correlating with KPI • Collaborated cross-functionally to enhance content and address business needs • Result: real-time information for decision making and KPI monitoring, increased employee effectiveness and data transparency cross-functionally • Report Analytics: Backlog, QTD Shipments, Customer & Supplier OTD, Open PO, Current & Projected Inventory, Inventory Trend, Quality & Optimization, DPO Trend, Purchase Price Index Restructured Procurement team - developed true strategic business support with focus on NPI, Strategic vs Tactical buying and Supplier Quality/Development • Defined processes to ensure proper Internal Controls • Implemented global process for purchase part cost evaluation for standard cost roll Developed and implemented strategic sourcing process for Materials BU • Cash flow improvements - reduced purchase price ($17.5M over 5 yrs), reduced inventory ($1.1 M or 33 day leadtime decr), increased DPO ($0.8 M 23 day increase) • Risk Mitigation - implemented dual sourcing strategy. Localized inventory from global sources • Developed & Implemented Cost Savings Tracker to streamline reportingLed development of Strategic CM relationship with Asian partners for launch of new desktop printer and several accessories • Negotiated Strategic Supply Agreement – including non-compete, joint IP & exit clause protection • Facilitated ramp plans & worked cross-functionally to optimize workflow and efficiency for sustainable qualityDeveloped dedicated Global Indirect Procurement Team • Implemented VMI program for production hardware and MRO • Developed key cross-functional business support process - IT, Sales & Mktg, Finance • Implemented Corporate Policies for Global P-Card & Travel Card Programs and CW Acquisition

Developed and executed supply chain strategies and KPI's for asset management, supplier performance management, cost management, customer service and talent development for supply chain personnel. Provided functional leadership in the following supply chain areas: Procurement, Production Planning, Logistics, Import/Export Compliance, Global Supply Management and Global Business Unit P&L. Utilized lean and six sigma tools to improve supply chain performance and division profitability. • Improved inventory quality by 30%. Recognized with Supply Chain of the Year Award. • Reduced cash cycle from 32 days to a range of 4 -11 days. • Implemented 8th Day forecasting process, institutionalizing accountability for meeting inventory and DSI targets.Developed and executed divisional procurement strategies aligned with meeting or exceeding corporate objectives. • Reorganized Procurement department to align personnel between strategic and tactical functionality, reducing department cost by 20%. • Led cross-functional deflation team; driving $5.7MM reduction in operating cost, average of 5.2% annually. Earned Top Deflation % Award. • Formed Profit Margin Improvement Team – created alignment between Sales & Marketing, Operations and Supply Chain teams on volatile raw material trends and pricing strategies.Global Business Unit Manager - $12MM in annual sales volume • Full P&L responsibility for all products globally sourced • Implemented cost savings in direct material spend and transportation, increasing profits by 125%.Served as a leader in the management of our Joint Venture company in Vietnam; active board member for the last 5 years and primary relationship manager for our Korean JV partners. • Leveraged world-wide RM pricing to develop a globally competitive cost structure • Facilitated development of localized supply base in Vietnam, mitigating supply chain risk.

Developed and executed strategies and KPI's for financial planning, reporting and internal control systems, as well as development of Finance personnel. Provided leadership in executing monthly closing, 8th Day forecasting, and financial reporting (including budgetary & standard cost variance analytics and all Executive Committee requirements). Led preparation of the monthly rolling forecast, annual operating plan and 3-5 year strategic plan by liaising with Business Unit finance / operations teams; establishing departmental budgets, manufacturing overhead rates, standard cost inventory valuation and the CapEx plan. Established procedural documentation throughout organization; ensuring compliance with all U.S. GAAP and Sarbanes-Oxley requirements in addition to Corporate Accounting policies.Managed the financial transition of TechSeal Division from one plant ($20MM) to 7 plants ($80MM). • Implemented all financial systems and standard cost accounting at acquisition sites. • Developed financial team and led cultural change embracing internal controls and financial processes; culminating with 100% accuracy on monthly forecasts for 18 months. • Consolidated 3 plants representing over 50% division sales; saving over $1MM.Spearheaded cross-functional teams focused on Operational Effectiveness. • Launched Material Usage Variance Attack Teams focused on eliminating excessive material variance within operating units, reducing waste by 50%. • Launched Labor Effectiveness Teams driving the implementation of Day-by-Hour reporting at the work cells, increasing efficiencies by 20-25%.Primary financial leader in development and execution of a Joint Venture in Vietnam • Developed financial modeling for justification with European M&A team • Spearheaded the development and implementation of financial structure, staffing and control environment for the JV; establishing the basis for reliable reporting and standardized financial practices.