Led the manufacturing, quality, supply chain, and logistics operations for the US and China plants plus the sourcing of products from eight contract manufacturers in Asia supplying heating and cooling products to global markets.►Implemented quality systems, enhanced sourcing practices and improved manufacturing efficiencies in China to support a 60% increase in sales while reducing customer returns by 85% and cost by 10%.►Rationalized the product portfolio, implemented Sales, Inventory and Operations Planning, and started up two distribution facilities to reduce lead times by 75%. Sales on top 20 SKU’s increased 25% in 12 months. ►In-sourced key assemblies to reduce lead times by three weeks and costs by 35%.►Negotiated freight agreements, implemented audits and revised mark-ups to improve freight margins by $800k.►Spearheaded the move of a manufacturing line from China to the U.S. and the development of a new product with 60% less labor and notably better performance.

Led operations and quality teams at four sites in North America and Europe. Directed global supply, manufacturing and distribution to reduce lead times and costs. Championed continuous improvement throughout the organization.►Streamlined the product portfolio - reducing finished goods SKU's by 60% - to gain economies of scale, reduce component costs, smooth the production load, and increase capacity without new headcount while reducing inventory by 30%.►Led Design for Manufacturing, Process and Supply initiatives to reduce product costs by 8%.►Implemented Sales, Inventory and Operations Planning to cut lead times by over 50%.

Asia Pacific 2009–2011 (based in China) and Mexico 2012–2013 (based in U.S.)►Led supply chain teams at six sites in Asia and Mexico. Managed $400M in material spend supporting over $1B in sales. Spearheaded cost, lead time, and quality improvements across a diverse and dispersed supply base. Managed additional $50M of finished goods materials from 11 contract manufacturers in Asia.►Implemented a Category/Commodity supply chain structure to capture and manage all spend in-region. Program included over 20 major categories/commodities, Supplier Audits, Score Cards, Dashboards, and improvement initiatives by category targeting Quality, Cost, Delivery, Inventory, and Risk Abatement.►Rationalized the Supply Base of four plants – pruning the weak vendors, re-bidding by category, and consolidating with the most capable & competitive for cost, quality, risk, and management advantage.►Integrated supply chain teams across all sites to leverage initiatives, category strengths & skill sets. Brought all sites up to common best practice standards for vendor selection, management, ERP, etc.►Delivered more than $30M in cost savings in four years and reduced inventory in Asia region by $10M.►Led internal trading company delivering $70M in components annually from China suppliers to overseas plants in Mexico, India, U.S., and Czech Republic capturing an additional $12M of cost savings annually.►Increased the percent of material localized in-region for the Mexico operation from 63% to 78% in 12 months without a net increase in landed cost.►Collaborated closely with R&D to source materials, hit cost and quality targets, and introduce products on time.►Negotiated contracts with combined spend over $100M - improving cost, terms and conditions.►Shortened raw material lead times in Mexico by 40% and increased inventory turns by 30%.

Led the start-up of six manufacturing operations in China; provided leadership to 1600 employees generating $200M in revenue. Championed Lean Six Sigma program to achieve aggressive KPI targets in quality, lead time, inventory, yield, and total product cost. Superior delivery, cost and quality secured market share leadership in Asia and forced our two biggest western competitors to shutter their Asia operations. Leveraged Operational Excellence to enhance brand reputation and win major supply agreements with key telecom operators in major global markets.►Led material localization efforts to reduce cost, lead times and logistics. Over ten years, developed an immature vendor base into a world class source of supply for both China and overseas sister plants.►Ramped up production of a complex product three-fold in four months. Reduced lead times from six weeks to less than three weeks in a make to order environment. The increased capacity and shorter lead times were credited with winning $20M in new revenues. Business grew from $75M to $155M in two years.►Saved over $13M in five years while improving environmental sustainability through product and packaging redesign, scrap reduction and recycling, container load optimization, and energy conservation projects.►Developed a strong team of engineering, quality and operations personnel and implemented robust and efficient NPI processes to become the preferred ‘first launch’ site for new product introductions among five global plants. These new products contributed $40M in new revenue annually.►Planned and directed the supply of finished goods to seven distribution centers in Asia and Australia.►Led the technology transfer of $10M of CNC machines, assembly and test equipment.►Led the facility’s efforts to achieve ISO 9001 and ISO 14001 certifications.