Office of Corporate Strategy – Portfolio Management
·Responsible for portfolio management process that oversees investment plans across Products, Marketing & Sales, and Operations. Responsible for managing quarterly reviews, alignment between investment portfolio and corporate strategy, and evaluation of new investment proposals.
Business Architecture-Strategic Planning
·Managed Corporate Strategy and Portfolio Management processes to evaluate and align the strategic investments. Responsible for aligning strategic planning and quarterly business planning processes.
·Led the project to design platform management process and apply to the first platform product for notebook division that is due for market launch in mid 2009. Initial new product program has been replaced by a new alternative.
·Led pricing optimization project focused on desktop and notebook divisions. Objective was to develop scientific pricing models that incorporated critical market variables in order to define list prices for upcoming quarters.
Business Architecture-Turnaround and Post M&A Integration
·Led the Engineering work stream for planning phase of a corporate divestiture initiative that resulted separation of the manufacturing facilities as a joint venture.
·Led design and implementation of sustainable cost reduction program for fastest growing market unit to achieve 10% cost reduction within the fiscal year.
·Led Product Management process design and improvement activities to establish better financial and management control of the products through their lifecycle. Key focus areas are market analysis, financial analysis, product portfolio management, and pricing analytics.
·Led Supply Chain Fulfillment Transformation Program covering Manufacturing, Procurement, Distribution, and Reverse Logistics business process areas. Program scope includes 7 global locations in North America, Europe, and Asia. Program achieved $6M savings within three months after implementation of its first project.
·Led Supply Chain Task Force responsible for supply chain related remediation efforts. Key process improvement areas were Demand and Supply Planning. These initiatives provided stabilization to extremely stressed processes around Supply and Demand planning through introduction of performance metrics and tools in order to pave the way for longer term improved process solutions.
Led development of Portfolio and Program Management methodology for managing prioritization and execution of annual discretionary investments targeting business process and infrastructure improvements. Designed a program management framework leveraging lean project management and process improvement techniques along with phase gate approach to coordinate multiple projects and programs across the organization.