William Chang, Mba, Pmp Email & Phone Number

Chicago, Il, Us

• Providing expert advice and expertise to the management team; monitoring performance against established goals and objectives, and evaluating quarterly financial statements• Establishing and enforcing codes of conduct, to ensure compliance with relevant laws and regulations• Developing the succession planning strategy, including current and future asset management activities

Chiyoda-Ku, Tokyo, Jp

• Managed $300M+ spend/400+ suppliers for 14 major product lines; responsible for all procurement activities (current & new product development) and sourcing strategies• Designed and implemented a new supply management organization capable of addressing the needs of all internal and external customers; managed a staff of 30• Improved material availability to achieve approximately 27% increased compressors output within a year• Pioneered dual sourcing strategies for castings, metal fabrication, and heat exchanger components in India to improve blended costs in an excess of 40% and mitigated risk from sourcing activities in China• Developed standardized procedures for the management of pricing changes and asset management• Bolstered relationships with key suppliers, post COVID, to position the company for growth by conducting face to face meetings with >60 suppliers over 1 year

Springfield, Va, Us

• Responsible for Finance, IT, and HR departments• Negotiated commercial agreements that led to tangible and significant savings (-20%)• Structured a consulting agreement that reduced the firm’s initial investments (-30%) • Led the execution of a full physical inventory effort (9,000+ SKU's) within a compressed timeline and a limited staff, on time and on schedule, to establish a baseline for the new ERP system• Significantly improved the staffing time of warehouse operators and drivers by 50%

Moline, Il, Us

• Strengthened Program Management Talent & Pipeline (+350 qualified candidates) through talent reviews, mentoring & individual development plans, and new PM onboarding• Conducted benchmarking and developed an Enterprise central repository for industry best practices on Program Management Office (structure & metrics), Engineering Tools, Systems Engineering, technology development, and product delivery; spearheaded projects to improve internal processes in these areas• Provided training and coaching on Enterprise Product Processes (+200 active programs)• Led strategic projects for business platforms (e.g., “Snap Back” initiative in Mexico improved profitability by 7% of ROI, oversaw the strategic initiative to enable the Deere Enterprise be “Prop 65” compliant)

Moline, Il, Us

• Core member of DCV initiative, one of four critical success factors that enabled Deere achieve its strategic ambition, by reducing product delivery cost and overall product development cycle time (-30%) globally• Led the development, global deployment (+12,000 people), and formal establishment of Deere’s first Knowledge Leadership Path for all Engineering (Product Design, Manufacturing, and Quality) and IT functions• Delivered a framework that included new knowledge competencies and unique qualifications that served as enablers to attract, develop, and retain an engaged technical workforce to execute the John Deere Strategy, and reaffirm Deere’s commitment to knowledge workers• Co-led the establishment of John Deere’s first ever Fellows Program• Co-authored the development and global deployment of Program Integration Workshops (PIW’s), to strengthen and streamline Deere’s Enterprise Product Delivery Process for all new product programs • Led the implementation of PIW’s, new processes and tools, in various key product programs that successfully yielded: cycle time reductions (6-12 months), ROI improvements (excess of 4% - 7%), capital investment reductions (up to $10M), and clear alignment on specific program scope

Moline, Il, Us

• Responsible for all manufacturing operations (high volume HDPE extrusion lines) in South America (+110 employees, wage and salary): Argentina, Brazil, Chile, and Ecuador; achieved 96% average First Pass Yield (FPY), and 99.9% average Customer FPY for the SA region; led the implementation of “5S” across all factories • Responsible for the supply chain organization in South America (+45 employees, wage and salary): Argentina, Brazil, Chile, Colombia, Ecuador, and Peru; oversaw the development of supply agreement and negotiations, of critical pricing and on-time delivery of raw materials and complete goods; ensured outbound logistics met delivery commitments to end customers• Reduced product cost by 20% through strategic sourcing of high-quality recycled resin material• Lead Negotiator in the divestiture of PVC piping business in Ecuador and Chile; involved in multiple facets of the share purchase agreement, and executed the actual sale of the business• Led the relocation of polyethylene manufacturing operations from Ecuador to Chile, and the respective HR restructuring, that generated savings of +$400K USD

Moline, Il, Us

• Co-led with McKinsey & Co the development of a business plan for one of John Deere’s two growth platforms in non-traditional sectors: The Global Water Initiative, a $500B market• Developed 30+ target company profiles and financial forecasting models that served as basis for the execution of Deere’s decision to invest in the water management industry • Involved in different facets of the M&A process: operations due diligence, valuation, review of legal contracts, environmental assessment, talent reviews, etc. – • Member of the team that successfully completed the acquisition of two top tier irrigation equipment manufacturers (covering 14 countries), establishing JD Water as the 3rd largest irrigation OEM in the world• Led the establishment of JD Water as 1 of 13 strategic initiatives for the Agriculture & Turf Division

Moline, Il, Us

• Managed a staff of 25 (7 direct reports (salary) and 18 wage employees)• Reduced average factory inventory from $17.0M to $11.8M in 1 year• Played a key role (i.e., inventory management, supplier coordination & negotiations, close coordination of activities with engineering, management of special marketing dealer programs, etc.) in the successful transition of forestry products from the Timberjack Brand to the John Deere Brand• Managed key aspects of 4 new product introductions, including: inventory control, marketing plan (depleting field inventory vs. new product ramp-up & availability), components sourcing, and staging of new parts

Moline, Il, Us

• Managed $310M spend for 11 factories, 6 countries, over 14 major product lines. • Exceeded the division’s cost reduction goal by 45% ($15.65M). • Managed the development of “strategy workbooks” that determined the 3-4-year sourcing roadmap • Pioneered the sourcing of drivetrain components (i.e. gears, sprockets, drivelines, etc.) from China and India

Mba, Management & Strategy, Finance, And Marketing

Executive Education, Mergers & Acquisitions

Bs, Mechanical & Industrial Engineer

Center Of Technology & Management – Systems Engineering Certificate Program, Systems Engineering

High School