Work History

Work History
Oct 2009 - Present

Senior Manager, World Wide Procurement

Dell Inc.

Leading Americas-based platform procurement team responsible for commercial and consumer notebook and desktop sourcing strategy, negotiations and execution. Team manages over $1.2B in spend on Latitude, Precision and Alienware brands with global original design manufacturers (ODMs): Foxconn, Flextronics, Compal, Quanta, MSI, et. al.

Jan 2008 - Mar 2009

Vice President, Global Supply Chain

Merix Corporation

$400M leading global manufacturer of printed circuit boards (PCBs) with operations in the US and Asia providing customers with sole opportunity for prototype/quickturn manufacturing in the US and follow-on lower cost mass production manufacturing in China from a single supplier.

Vice President, Global Supply Chain (2008-2009)

Responsible for global management of factory planning, procurement, purchasing, raw materials and finished goods inventories and transportation and logistics across manufacturing sites in US and China.  Led reorganization of localized supply chain functions into consolidated, global operations with common metrics, processes and tools while reducing headcount and budget >40%.

  • Created global supply strategy enabling common material sourcing in US and Asia, driving material cost reductions of >20% and reducing BOM costs by 5-7%, via introduction of Asian suppliers to US
  • Reduced inbound transportation expense 33% and outbound transportation expense by 46% through improvements in material planning, production planning, vendor negotiations and customer service level performance.
  • Improved cash position driving days payable outstanding from 59 to 71 days in three quarters.Assigned leadership role over accounts receivable: turned around five years of continuously worsening performance in the past 3 months, achieving a 12 day improvement in days sales outstanding.
Mar 2006 - Jan 2007

Senior Director, Mobile Devices Procurement Lead

Motorola

Managed mobile device business' $19B in spend as part of newly integrated supply chain, including definition of objectives and performance metrics for category teams in the United States and abroad. Initiated weekly action plans and status updates to drive achievements.Restructured relationships between procurement and dependant business functions, increasing supply chain participation in strategic planning. Delivered direct material price variance forecasts to finance, operations, and sales departments.

  • Captured $230M in Q3 savings, 53% over target, and $190M in Q4, 9% over stretch target, by renegotiating pricing and chargebacks, minimizing collection cycle times and supplier liabilities, and supporting renegotiation of long-term supply contract.
  • Facilitated $3M revenue growth by resolving critical MRP shortage in Korea.
  • Pioneered and automated “line-of-sight” forecasting method, adopted company wide, improving cost and incremental gross margin forecast accuracy.
  • Improved capacity and procurement planning through introduction of rolling 12 month sales forecasts.
Mar 2005 - Mar 2006

Senior Director, Chief of Staff, Global Product Marketing, Portfolio Operations

Motorola

Orchestrated strategic planning, product development, and marketing activities of 400+ member team with $85M budget, including portfolio strategy, product discovery, rich experience (entertainment, productivity, active lifestyles, imaging, and music), industrial design, user interface design, and consumer insights functions. As chief of staff, strategized portfolio alignment and decision-making across product development, manufacturing, and sales areas, reconciling conflicts between long- and short-term objectives. Authored internal and external marketing communications, and developed executive sales presentations for key customers, including Verizon, Bell Mobility, and Telefonica.

  • Drove shift from evolutionary to revolutionary portfolio planning strategy.
  • Delivered $5M savings on development costs by reducing user interface change requests 30%.
  • Ensured consistent product experience throughout launch cycle by creating Customer Experience Teams in partnership with Chief Quality Officer.
Jan 2003 - Mar 2005

Senior Director, Corporate Initiatives Group

Motorola

Recruited by Chief Operating Officer to serve as one of first six team members in new GE-modeled team to lead cross-company change initiatives.Launched $3B “Close the Gap" initiative in Mobile Devices business using Six Sigma methodologies to identify and seize gross margin improvement opportunities. Resolved long-standing performance management deficiencies through adoption of new online PMP system through careful market analysis and sourcing. Devised and implemented Lean Six Sigma DMADDD operational efficiency improvements. Program managed launch of Enterprise Solutions Group across development, marketing, sales, delivery, and support functions.

  • Led identification of 20% productivity increase across 1,800 supply chain employees through broad study of supply chain operations, process reengineering, process digitization and staff redeployment.
  • Launched performance management system, definition of PMP metrics and supporting improvement projects across three businesses in 6 months.
  • Mentored six sigma black belts in driving initiatives
  • Convinced Global Marketing team to participate in "Close the Gap," overcoming historical resistance and sold it to division senior management in lieu of external consulting event sponsored by CVP of HR.
Jan 1992 - May 2004

Parts & Service Zone Manager, Ford Customer Service Division

Ford Motor Company
  • Managed dealers’ parts and service operations to impact customer satisfaction ratings, warranty practices, inventory management, parts & service sales, extended service plan sales, and employee relations
  • Championed Ford’s Dealer-to-Customer Standards.Created marketing tools used at national and regional levels:
    • Extended Service Contract Sales Program: increased extended service contract sales by 10% in zone
    • Dealer Employee & Technician Development Program: provided common definitions for roles & responsibilities of dealership employees, training program and recruiting and development plans to increase ability of dealerships to hire higher performing employees, develop and retain them to reduce employee turnover
    • Warranty Audit Analysis:analysis toolbox used to review dealers’ warranty claims, segment results and define improvement plans and chargeback opportunities
  • Ranked #1 zone manager in region in 1993:promoted through three territories in under two years
  • Created and implemented process changes which decreased New Jersey Lemon Law case filings 15%
Jan 2001 - Jan 2003

Senior Director, Customer Solutions & Support

Motorola

Led $26M web and call center P&L with 235 member staff providing consumer sales, service, and support in North and South America.Oversaw user experience redesign, customer portal, content management, global customer master, and customer data warehouse capital projects, eliminating 3 projects with poor ROI.  Assembled and directed 13 member market initiatives and portfolio management team. Engineered consolidation of portfolio and project management functions into one Project Management Office. Initiated phased gate program delivery and training.  Promoted from Director in June 2002.

  • Increased sales via numerous direct-to-consumer initiatives, including affinity programs, web-based replacement phone sales, in-box accessory sales, activated phone sales, and Radio Shack partnership.
  • Operated call center 16% under budget through technological enhancement and process reengineering.
  • Delivered $35M capital project savings through restructuring and rationalization of low-performance initiatives, and $3M e-commerce savings through elimination of redundant European platform.
  • Reduced headcount by 75 and captured $11M annual savings through dissolution of underperforming Global Customer Solutions Organization.
  • Improved foundational skills organization-wide by introducing training and mentoring program focused on problem solving, written communications, and business case development.
  • Recognized by Motorola with BRAVO employee recognition award and executive compensation plan.
Jan 1999 - Dec 2000

Director, Strategy Consulting

IXL Enterprises Inc.

iXL, Chicago, Illinois · 1999-2000

Internet solutions provider offering strategic consulting, creative design, and application development services to dot-com start-ups and Fortune 1000 companies. $220M annual sales.

Director, Strategy

One of first six founding members of financial services strategy consulting group with independent P&L, led New York, Boston, and Chicago offices, including staff recruitment and training. Orchestrated sale and execution of consulting projects with Fortune 100 clients, delivering company’s highest gross margins.

  • Won & executed multimillion-dollar contract with First Union to develop online banking strategy for company’s retail and wholesale divisions.
  • Orchestrated website strategy benchmarked by General Electric Financial Assurance as best practice. Project included concept development, consumer research, and 41 distinct P&Ls.
  • Delivered business plan for B2C spin-off of Ford Motor Company, including business strategy definition, pro-forma financials, and funding requirements.
Aug 1996 - Jan 1999

Manager, Strategy Consulting

Andersen Consulting Strategic Services (Accenture)

ANDERSEN CONSULTING STRATEGIC SERVICES (now ACCENTURE), Chicago, Illinois · 1996-1998

Strategy consulting division of world’s largest firm, providing services to C-level executive clients.

Manager, Strategy

Executed multimillion-dollar consulting projects, including market research and strategy development. Compiled data from executive interviews, focus groups, consumer research, P&L analysis, competitive research, Wall Street analyst interviews, and other sources to define business potential and investment requirements for Fortune 1000 clients. Mapped findings and created business plans for implementation.  Promoted from Senior Consultant in August 1997.

  • Uncovered $60M gap between measured and actual profitability for Best Buy, Inc., defining $350M potential 5-year gains through strategic redevelopment of product portfolio and service profile.
  • Developed Americas and Asia market entry strategy for Caterpillar's commercial power plant businesses. Led team in market and value chain analyses and identification of operational requirements.
  • Led team of 35 Andersen consultants and client side participants in Niagara Mohawk Power operations reengineering project, identifying $23M in savings.
  • Identified significant cost saving opportunities for Caterpillar through analysis of manufacturing defects, cycle time, inventory, and product shipments.
  • Analyzed overhead and manufacturing operations to determine SAP system value for John Deere.
Jan 1997 - Dec 1997

Global Category Director, Procurement, Integrated Supply Chain

Motorola

MOTOROLA, Arlington Heights, Libertyville & Schaumburg, Illinois · 2000-2007

Global telecommunications corporation with $43B in annual revenues, providing hardware and network services to individual, government, and enterprise customers.

Global Category Director, Procurement (2007)

Led the strategic procurement of imager and scanning engine assemblies with $800M annual spend with Asia-based suppliers, and co-directed Strategic Component Teams. Collaborated with senior executives, portfolio managers, and product teams to define consistent imaging strategy across consumer and enterprise business units. Evaluated new technologies, analyzed market trends, and forecasted sales and costs. Negotiated component pricing, payment terms, chargebacks, and liabilities with executives at Foxconn, Flextronics, Samsung, STMicro, Panasonic, and Micron. Strengthened negotiating position by modeling suppliers’ operations to independently ascertain production costs. Directed and rewarded supplier performance initiatives, including six sigma process improvements, quality improvements and lead-time reductions.

  • Slashed overall costs $100M+ or 18.5% in 2007, surpassing market average by 6%.
  • Increased component reuse 100%, reducing component selection exceptions 80%, and eliminating more than 30% of unique parts through alignment of needs across diverse functions and business requirements.
  • Boosted operational flexibility and captured $10-20M reduction in liability risks by cutting supplier lead times 50% (from 10-12 weeks to 5-6 weeks).
  • Created greater competition among suppliers by successfully negotiating 10-year contract with a new market entrant, worth $140M to Motorola and $1B to partner.
Jan 1995 - Jun 1995

Sales Zone Manager, Ford Division

Ford Motor Company
  • Managed sales forecasting and wholesaling for $300 million new vehicle sales volume (#1 truck volume) zone in Philadelphia market.Territory assigned to provide leadership during model year “balance-out” to sell-in Ford’s old model year inventories to its dealers
  • Promoted from Market Representation Specialist ahead of schedule
May 1994 - Jan 1995

Market Representation Specialist, Ford Division

Ford Motor Company
  • Forecasted new franchisees’ sales, profits and operating investment requirements.
  • Consulted for minority and lost profit dealers
  • Created executive level presentations on the Philadelphia region’s market share performance by vehicle line, market and dealer
Aug 1990 - Jul 1991

Customer Service Representative, Ford Customer Service Division

Ford Motor Company

Ford College Graduate Program

  • Handled consumer contact inquiries and complaints.
  • Selected from 120 employees to be one of first 12 members of “Lincoln Core Group” to offer higher service levels to Lincoln owners.

Education

Education
Jun 1995 - Jun 1996

Masters of Management

Northwestern University Kellogg Graduate School of Management

GPA: 3.7

Skills

Skills

Change Management & Business Transformation

Consistently selected by CXO and senior leadership team members to join leadership efforts in outset of new businesses, new functions and transformation efforts.  Examples:   Ford: selected as one of first 12 members of new Lincoln core group to provide higher service levels to Lincoln owners iXL: recruited to join startup of new strategy consulting practice in pre-IPO company Motorola COO "Big 6 Initiatives": led set of cross-business IT transformation initiatives for COO & SLT Corporate Initiatives Group: selected as one of first six team members for GE-modeled Corporate Initiatives Group, reporting to COO Invent Function: selected as chief of staff for inception of Motorola's Mobile Devices "Invent" Global Product Marketing function and its rollup of 400 employees Procurement Integration: selected as lead for Mobile Devices business procurement function at outset of integration of 6 business aligned procurement teams into one integrated function Merix: recruited by CEO to join company in transformation of turnaround PCB manufacturer from factory-aligned supply chain functions into one global supply chain organization

Mentoring & Team Building

Team members ranked my mentoring and team building skills my #1 skill set.  Consistently attract and develop top talent to join my teams.

Communications

Expert verbal and written communications across large conference settings with hundreds of participants, through small teams.  Ranked as #1 presenter by participants at 2006 Motorola global supplier conference, though I was the only non-executive presenter and only had 36 hours to prepare when incumbent presenter could not make the trip.

Six Sigma

Deployment of six sigma and lean across an enterprise and mentoring of black belts through green belts.

Corporate Initiatives & Project Management

Leadership of corporate-wide strategy and operations initiatives on behalf of CXO and senior leadership team members across all business functions. 

Supply Chain & Procurement

Global supply chain expertise and direct management responsibility for procurement, purchasing, factory/production planning and all inventory types (i.e., raw material through finished goods consignment).  Direct experience leading sourcing strategies and execution with North America and Asian suppliers for $800M in spend and across all spend categories.  

Strategy

Oversee, lead and directly execute strategy projects in product portfolio management, channel management, market entry, supply chain and operations.