Lead quality organization globally across all divisions and responsible for developing, maintaining, and driving improvement to Entegris’s customer-centric quality strategyo Lead global customer qualityo Lead global supplier qualityo Lead global six Sigma and continuous improvemento Lead quality systems and quality digital transformationo Lead Entegris is life sciences quality

Global Supplier Quality, VP – reporting to the SVP of Quality & EHS 20· Global responsibility across all divisions· Creating and management of Entegris’s supplier quality strategy.· Develop a proactive supplier risk assessment

Business Development, Director – reporting to the President· Member of the executive team that participates in setting the company’s strategic direction.· Revenue generation and strategic partnerships development· Develop customer relations and customer development

Vice President of Contract Manufacturing – reporting to the PresidentAs Vice President of Contract Manufacturing, I was responsible for the overall leadership of the Company’s Contract Manufacturing activities. · Wrote the ISO 13485 quality manual, aligned it to ISO 9001 & 21 CFR 820 FDA -QSR · Led the initiative to achieve ISO 13485 certification, achieved certification in less than four months.· Develop & maintain a business plan for the Sil-Pro Contract Manufacturing group.· Revenue generation and strategic partnerships development

Director of Global Quality - reported to CFO, SVP of the Operations.Drove ATMI’s global quality and continuous improvement with a staff of 45, 5 direct reports spanning 8 countries, North America, Europe, and Asia, with a budget of over 3 million.· Built a global quality organization, Customer quality, Product quality, Supplier Quality, and Quality systems.· Improved global product quality, achieved a 180% improvement, and maintained a corporate DPMU of less than 100.· Drove cGMP and ISO13485 as well as ISO9001 to add real value to the company and customers

Director of Global Customer Service - reported to the President & CEO. Promoted into an expanded global leadership role with additional responsibilities for global customer service that included field support, sales, service marketing, and global spare management.· Built a global service team that achieved a 35% reduction in time to close issues within six months.· Created customer service processes that led to a reduction of installation time and cost by 25%.· Developed the use of Pareto analysis at August Technology. Achieving 100% MTBF improvement will· Developed customer service product offerings achieving a 25% increase in service revenue.· Improve the direct margin of service revenue to 60%+.

Director of Product Management - reported to the Chairman and CEO Responsible for product management, defining new products that hit industry-leading gross margins while exceeding customers' expectations. I had product line P&L responsibility with a relatively small staff of 8. I launched 3 new platform products. · Developed products and options, achieving leading gross margins and listening to customers' collective needs.· Established and led a project to define a product end-of-life road map.· Created and launched a market-driven technology and product roadmap that was the foundation for all technical customer discussions. · Achieved industry-leading gross margins by initiating and defining projects to bring value to and simultaneously realizing our customer's needs.· Improved a legacy product suffering from customer dissatisfaction, high manufacturing costs, and high service costs to where customers no longer had issues and reduced manufacturing and service costs by 60%.• Acquired by Rudolph Technologies in 2006, now is Onto

Reported to Director of QualityPromoted into being responsible for product quality for Entegris’s semiconductor IC in wafer handling. Partnered with customers, sales and marketing as well as engineering to ensure quality standards and processes met the needs of the marketplace.

Responsible for the on-time shipment, manufacturing and cost of 120,000 products shipped each month. Managed people over multiple shifts in 3 separate departments, second operations, annealing and packaging with a budget of $4.2 million dollars.