Wade Clowes Email & Phone Number

Portland, Oregon Area

As a Vistage Chair, I help people who run companies become better leaders, make better decisions and achieve much better business results. I provide Portland's top business leaders with the forum to acquire proven management techniques through one-on-one consultation, and brainstorming with16 other chief executives, harnessing years of executive experience in a confidential setting.

Lead RadiSys’ non-telecom embedded computer business with an objective to grow business by implementing new product and market strategies. Defined and launched two new standard product lines replacing custom products, acquired key new customers (e.g. GEHC, Mindray) while transitioning existing top accounts to new products and strengthened Marketing and R&D teams. Key results include:• Defined, designed, launched and ramped Computer on Module (COM) and embedded server standard product lines. Both PLs grew dramatically from zero and more than offset legacy product decline to yield 5% overall revenue growth and at target profit through 2008.• Directed product strategy and program managed projects for startup Shanghai R&D team. Later R&D reported directly to CBU (Shanghai and US teams) and an experienced R&D director was hired. The Shanghai team successfully developed and released more than 10 major products in 4 years.• Hired 3 strong Marketing Product Line Managers who lead product definition and program managed new product programs.• Worked closely with Operations to improve product quality and new product release processes.

As a business management consultant worked with clients with an objective to grow business. In effort and in concert with customer assessed market and technology trends, competitors and key applications and prioritized top opportunities. Target market, product and implementation strategies were then defined and proposed to and accepted by management.

FEI produces electron microscope/ion beam metrology tools for institutional research, semiconductor and life sciences markets. Reporting to the CEO, this position had direct responsibility for manufacturing operations in Oregon, Massachusetts, The Netherlands and The Czech Republic with approximately 500 direct reports and total purchases of $190M. Key deliverables include reducing product cost while executing significant improvements in new product introduction, supply chain performance, and organization capabilities. Key results include:• Created worldwide manufacturing organization and established critical management processes. Upgraded management by reducing and replacing multiple managers. Established product engineering function (65 engineers) to improve new product success. Upgraded purchasing supply chain performance and skills via clear goals, training and by replacing multiple low performers with procurement professionals.• Conceived, executed a product manufacturing roadmap reducing labor, overhead by 11% run-rate in 2002 (11%); execution of plan delivered additional 11% M in 2003 (total of 22%). • Reduced material cost by 9% for full year 2003. Initiated China-based supply chain investigation.

Initially hired as COO for this pre-IPO Internet startup that collected, characterized, repaired/cleaned and sold returned office technology products via the Internet. Promoted to CEO after one month.• Created business plan and financial model, and established company strategic and tactical plan.• Achieved high revenue growth (124% growth last six months versus preceding six months). • Increased number of employees from 80 to 190; established company policies and organization. Implemented Chicago facility bring-up and multi-site SAP implementation.

Created a new worldwide deployment service business by creating Integration Centers (in California, France, Germany, Singapore and Japan) and then combining with existing installation business. The new business delivered $150M revenue w/ 25%/year growth and focused on customer-specific solution deployment creating customer value in supply chain management, H/W and S/W integration, worldwide deployment and on-site installation.• Created Integrations Center concept and organization within HP. Achieved financial self-sufficiency and reduced cost to HP. Grew business 200%. (1996-1998).• Created Global Integrations & Installation business plan; proposed and received approval to create new, high-growth business and organization. Designed organization and hired staff; defined and executed organization transformation. Defined and launched 12 new service products

Re-engineering Manager, Computer Systems Organization (CSO) California (1993-1997)Lead project to redesign the order fulfillment process for CSO (a $5B business). Integrated supply chain, factory and the front-end sales processes. The design team consisted of 200 users, IT engineers from eight countries. The solution continues to deliver world-class integrated supply chain, configure-to-order capability for HP. Completed new SAP implementations in 7 factories in 5 countries with the following results: improved overhead 15%, inventory 30%, sales rep. productivity 10%, customer delivery accuracy 65% to 95%, customer orders configured, shipped in 2 days vs. 4 weeks. Payback was 3 years.Operation Manager, Networked Computer Manufacturing Operation California (1988-1993)Engineering Manager, Cupertino Manufacturing Operation California (1986-1988)Created HP’s largest manufacturing organization by consolidating 4 HP server manufacturing operations. The combined organization had 1000 employees (35% high level professionals), saved $21M per year by eliminating redundancies, and shipped in excess of $1B annually. Functions managed included Engineering (product, process, test and materials), Materials, Production, IT, Finance, Human Resources and Quality. Key results:• Developed new product introduction process that became the standard for product launches in HP. Introduced 46 new products worldwide. • Reduced material cost average of 19% per year. • Reduced product warranty rate 40%; production cycle times 35% (1986-1988)Manufacturing Manager, Guadalajara Computer Operation Mexico (1982-1986)Established full function manufacturing for market-presence driven operation. Was profitable, met government requirements each year. Ten export products transferred. HP sales grew 4X in 4 years.New Product Process Engineering Manager, Production Section Manager, Process Engineer,Desktop Computer Division, Colorado (1977-1982)

Stanford Executive Program

Msme, Mechanical Engineering

Bsme, Mechanical Engineering

Activities and Societies: ASME, Varsity Wrestling