Venu Yama ★ Division Vice President, Upt It Email & Phone Number

Berwyn, Pa, Us

As Division Vice President for Ultra Precision Technologies at AMETEK, a global leader with $7B+ in annual revenue, I drive digital and IT transformation initiatives. Guiding our division through exponential growth via strategic acquisitions, I spearhead efforts to integrate all business units under UPT, fostering standardization, streamlining processes, and achieving cost efficiencies.

Corning, New York, Us

Advanced Optics is a fastest growing subdivision in Corning,Inc. With revenues growing from $300M to $700M in the past 3 years, and marching towards $1B, partnered with the business transformation team to reshape the business with new technologies (SAP S4 HANA, MES,SalesForce, RFID, Mulesoft etc) and standardized business processes. Realized the importance of sustainability in the industry, partnered with the business to develop algorithms to reveal CO2 emissions and other sustainability metrics by proving that Corning’s products are better against competitors. As this division also works with airspace and defense, executed projects to comply with ITAR and CMMC regulations. Reduced cyber security vulnerabilities by 90% in 1 year. Involved in mergers / acquisitions and divestiture activities.

Corning, New York, Us

As IT Director - ERP Transformation team, while supporting legacy Peoplesoft ERPs, IBP, Longview systems, established Global Factory to Execute ERP Transformation from 30 Legacy ERP systems to SAP S4 HANA Private. Developed factory processes to tackle $450M transformation projects in the next 5 years.

Corning, New York, Us

Vision: Transform the company from Point to Point (P2P) to API centric organization. By applying C4E, introduced & strengthened Mulesoft. Proved accelerated delivery of several projects with Reuse of API assets.Managing global teams and partnered with BPO vendors to deliver 99.99% first attempt success of transactions and own 100% delivery of business transactions. Retired redundant solutions and funneled cost savings to promot standard solutions.Promoted CICD and implemented processes to achive "Continuous Upgrades".

Corning, New York, Us

As part of centralizing Analytics services in the company, Transformed Datawarehousing / Analytics organization to execute cost effectively.Created and executed strategy to eliminate redundant analytics solutions across the company. Retired Crystal Reports, Business Objects, Cognos and Actuate by migrating the solutions to MSBI 2016 which results $5M+cost reduction in 5 years. And, Introduced Power BI and expanded "Self-Service Analytics services" by partnering with Microsoft training services and educated global plants. CEO recognized use of Power BI analytics in the plants.

Corning, New York, Us

As PLM for Web, Integration and Analytics services, I partnered with various divisions to deliver affordable and sustainable services to Global users of Corning Incorporated. During this period, we shuffled support contracts between vendors to gain efficiencies and cost reductions. Centralized EDI services and negotiated contract to deliver 90% more bandwidth (Kilo Character volume) for same price which gave opportunity to standardize and save $$.

Corning, New York, Us

As Transition Director, Relocated to Bangalore India with Family to execute transition activities to outsource operations of Infrastructure and Applications Support. Conducted visits to 12+ groups of leadership visits to educate about BPO activities of overseas vendor and strengthened relationship between vendors and Corning Incorporated. Brought clarity to KPIs and Penalty Metrics.Brought leaders from APAC, EMEA, NA representatives on 4 month assignments (2 different rotations) to Bangalore, India to strengthen relationships with BPO vendor. I personally met with Azim Premji. Vendor gave a secured (personal body guards) tour of Azim Premji foundation activities in Mid Karnataka.

Corning, New York, Us

Executed several projects by leading global Applications Engineering team (Non-ERP). Partnered with Enterprise Architecture Organization and Established Governance processes to ensure healthy transitions from legacy to modern (/digital) practices.

Corning, New York, Us

Corning IT Leaders Requested me to come back. As Corning took initiative to migrate data-centers from outdated facilities in Upstate New York to Modern "outsourced" facilities near Hudson Valley, Took role to study all the application landscape and deliver a strategy to migrate applications to targeted data center. This became future of CMDB in the company.

Sydney, Nsw, Au

After relocating back from Thailand, Took position to lead data warehousing team at Sitel. Quickly, Standardized internal processes, retired redundant applications / process which enabled Cost Efficient growth to Organization. One year later, Took over global operations team to deliver support from Philippines, India and some parts of EMEA. After gaining SOX approvals to use sustainable data from warehousing systems, established global processes and Got Promoted to Director - Client and Operations Reporting role. Left Company as I received offer from Corning Inc.

Us

As "FINAL" survivor of Integrated Manufacturing Organization (100+ to ONE), I was transitioned to Thailand on EXPAT (later converted to Asian leadership role from Thailand). During initial stages, Worked extensively to transition Manufacturing processes from Corning, NY to contract Manufacturer in Thailand. With in 100 days, we produced first product and stabilized processes within one year.Later, Partnered with Contractor Manufacturers to transition Production from 2 plants in America, a Plant in Italy and a Plant in France. Took leadership of all Infrastructure Activities for Thailand & China and Lead organizations to deliver support for Global Databases & Applications.Family Wanted to relocate back to America. Hence, Moved to Sitel in Buffalo.

Corning, New York, Us

With in 3 months, Partnered with Engineers, Wrote Algorithms to optimize kits in Photonics plant which saved $1M per quarter towards scrap reduction and improved first pass yields from 40% to 70+%. Later this (KFS) was implemented across all product lines. As downturn started settling in 2002, lost 90% several colleagues which forced me to take over ownership of Manufacturing Execution Systems (MES), Data Warehousing Systems (DW), Reporting Systems (Cognos, Crystal Reports), Electronic Data Interchange (EDI) and several Integrated Manufacturing Systems (IMS). This duration gave me opportunity to grow from a developer to end-to-end owner of applications in Plant which produced $2B in 2 years,

Bachelor'S Degree, Mechanical And Industrial Engineering

Post Graduate Diploma In Computer Applications, Computer And Information Sciences

Bachelors In Mechanical Engineering, Mechanical Engineering

High School Diploma, State Sponsored Education Program