Todd Owens Email and Phone Number

Hired to manage three Quality Engineers and three Regional Quality Inspection Managers with staffs sizes of 5-15 employees distributed across the United States.The Quality Engineering team operate at a national level review defects and occur independent of install location and are systematic in nature. Their purpose is to: Determine potential risks and drive resolution of high-risk issues into process controls; Establish and maintain Control Plans to assure critical features are controlled and monitored. Establish criteria for audits and controls based on product specification and process critical requirements.• Lead and coach team of quality engineer focused on installation quality of Tesla Energy Products in North America.• Enable high quality and throughput of energy installation by assisting the team with reviewing non-conformances and work instructions, developing control plans and PFMEAs, and other improvement activities.• Work closely with install operations, channel sales teams, service engineering and design engineering leadership to implement countermeasures.• Drive improvements for quality for a variety of KPIs including: Inspection Failures, Revisit Rates, Incoming Quality and Service Failure Rates.• Establish quarterly objectives for the organization and provides weekly updates of key actions for the team.• Present initiatives to senior leadership and executive teams across the organization.• Balance proactive and reactive approaches to quality and ensure quality standards of care are maintained throughout the organization.20% reduction in force at Tesla resulted in elimination of this new position and much of the underlying staff.

Global Executive Management of multiple functions (Design Quality Engineering, Technical and Environmental Compliance Engineering, Supplier Quality Engineering, Reliability Engineering, Quality Test Labs, and Quality Systems including ISO 9001 certification) for all Poly business units including employees from both previous companies (Plantronics and Polycom) in multiple regions including North America (Santa Cruz and San Jose in California, Westminster in Colorado, Austin in Texas, Tijuana in Mexico), Asia (Suzhou, Beijing and Shenzhen in China), and Europe (West of London in England and Monmouth in Wales).SANTA CRUZ, Calif. – March 18, 2019 – Plantronics, Inc. (NYSE: PLT) (“Poly”), today announced that the company will transform into Poly.

Held several roles, starting as Product Assurance Engineer to Director of Quality Excellence before Plantronics acquired Polycom and changed the company brand name to Poly (DBA: doing business as) in March 2019.

I continued my responsibilities as Director of Quality Excellence, and eventually (August 2018) resumed responsibilities for Design Quality Engineering (previously known as Product Assurance Engineering) in addition to the other functions in the organization.In December 2018, I moved from reporting directly to Shantanu Sarkar, VP of Development, to Helder Carvalheira, VP of Engineering Shared Services including Program Management, Quality, Post Release Customer Support Engineering (Customer Response Engineering - CRE) and Documentation. That org would later be named GES - Global Engineering Services.

My responsibilities was half running the Quality and Compliance organization for the company, and half helping my boss (Senior Vice President) and his staff run the Product Development and Engineering organization for the company. This role was much more than previous roles in Quality Engineering. My responsibilities are tied more directly to company goals and objectives. This has been very good for my own exposure and growth, and I have found it to be very rewarding to contribute at this level.As part of a Voluntary Retirement Program, three Quality Function managers departed the company in February 2016: Tom Hendricks (VP Quality and my boss), Al Reeves (Quality Assurance Director, head of SCZ labs and Compliance Engineering, my peer) and Peter Clark (Sr Manager Compliance Engineering, reported to Al Reeves). None of them were replaced. I assumed all of their responsibilities and at the same time the Product Assurance Engineering (PAE) function was moved from my org to Engineering, the function I had been in and managing for the last 12 years. I had to learn how to manage all the other parts of the Quality function immediately while having nearly none of the previous responsibilities, with the exception of the Supplier Quality Engineering and Quality Engineering functions (smaller groups in Santa Cruz than PAE). At the same time I gained employees in the UK and China. It was an important transition for me in my career as I needed to once again learn many new aspects of the business in a very short period of time.

Manage Global Quality Engineering professionals, participate and lead process excellence projects, ensure Standardization and Consistency in methods to verify component and product performance meet requirements and specifications across multiple markets and worldwide development regions.Managed following functions: Product Assurance Engineering (PAE), Supplier Quality Engineering (SQE), and Quality Engineering with associates in California, Tijuana Mexico, and Suzhou China.

Manage the worldwide Product Assurance Engineering function with direct reports in California and extended teams in China and Mexico for standardization, consistency, and development. Directly manage one cost center and supervise six Engineers and one analyst. Member of several review boards for all business units and several improvement teams including Design for Excellence. Initiated new direction in April 2008 toward strategic quality engineering with focus on Cost of Quality, understanding customer needs and expectations, and reliability engineering. Recent heavy involvement with successful China facility development, growth, and training.

Once again I quickly adjusted to a new industry products, and responsibilities. I quickly learned about the new technologies and the New Product Development process. As a Core Team member of a New Product Development team, I project managed several extended team members to help complete many deliverables. As the Quality representative for the ECO Review Board and the OEM Call Center and Mobile teams I was exposed to multiple corded and wireless product lines.

• Seventeen closed escrows, representing both buyers and sellers.• Required learning new strategies and techniques for marketing and sales.

Texas Instruments purchased Silicon Systems. This was a new role at the same company. Managed the equipment department and cost center with a quarterly operating budget of $4.6 million. Supervised three equipment engineers and up to eighteen maintenance technicians across five shifts covering twenty-four hours per day, seven days per week. Member of triad cross-functional management team. Responsible for maintenance of sixty processing and metrology tools.• Managed internal and external “pre-owned equipment installation and startup” projects and resources over a two-year period within budget and scheduling constraints, resulting in 57% larger installed base and 30% increase in manufacturing activities.• Decreased department labor costs by 17% through restructuring, attrition, and implementation of a new technician position, while meeting ramping customer needs.• Reduced direct equipment maintenance costs by 20% through equipment upgrades, benchmarking best practices, and qualifying rebuild vendors.

Managed the maintenance activities for six MRC Eclipse and two Endura sputtering tools. Provided technical and professional resource for maintenance and fab technicians and process engineering.• Increased tool availability from 78% to 85% in first 6 months with the company through procedure changes, attention to detail, and equipment status awareness improvements.• Decreased spare parts costs by 70% and repairs and maintenance costs by 62% through various upgrades, changes in consumables, and increases in part usage.• Improved maintenance processes and procedures for increased productivity.• Resolved recurring equipment issues with fail-safe and long-term solutions

June 1996 to September 1996 PVD Quality EngineerAugust 1994 to June 1996 PVD QA Technician, SeniorMay 1993 to August 1994 PVD Final Test Technician(Employee # 10240; Supervisors: Joan Keil, Phil Nicholson, and Mike Grivet)Provided the division with evaluation for internal requirements, customer satisfaction, and ISO 9000. Investigated and pursued long and short-term corrective action on quality and technical issues.• Trained and supervised QA technicians and lead QA Deputy Team.• Contributed enormous support of Austin Transition activity as the Quality representative. This included extensive travel to Austin as the job demanded while completing college.• Coordinated and conducted testing and troubleshooting under a production schedule. Trained many other technicians to do the same. • Wrote Endura QA Shipping Procedure, System Certification Training Procedure, and provided technical input for Endura System Certification and Test procedures.

Managed operation of vibration control and pyro shock simulator. Recorded and analyzed data. Performed ordnance installation and optical alignment device operation. Secret Clearance.• Received a commendation for design, building and testing contributions to a Space Station project including a five-month relocation to Houston, Texas.