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Corporate generalist with significant experience in market and operational strategic planning, and execution. Direct experience with design and implementation of large corporate transformation (turnaround and M&A integration) initiatives related to marketing, supply chain, and IT operations. Strong understanding of fast cycle industries. Significant experience in portfolio and program management for strategic initiatives.

Work experience

Aug 2006Present

Corporate Portfolio Manager

Advanced Micro Devices

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 Initial new product program has been replaced by a new alternative.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.

Aug 2004Aug 2006

Manager/Sr. Manager


Operations Strategy

·Completed a business process analysis for R&D and Supply Chain processes of a large nutritional products manufacturer in US. Developed a business case and a program plan for an approximately $12M USD budget to redesign business processes in order to integrate Stage-Gate based New Product Development and Supply Chain processes. Program recommendation was approved and executed by the client.

Business Development

·As one of the Product Lifecycle Management (PLM) thought leaders within the practice I have developed relationships with implementation and solution partners to expand Accenture’s PLM footprint across Consumer Products and Life Sciences market units. Developed marketing, sales, and delivery tools. Organized and presented internal and external conferences to promote PLM solution in above mentioned operating groups resulting more than $7M USD worth of new business opportunities.

Practice Management

·Developed a practice development plan to expand capabilities in PLM space through integration with operating groups and service lines. Developed training curriculum and content for practice members. Analyzed staffing needs and made recruiting recommendations to enhance delivery capabilities.

·Develop six new alliances to complete the delivery capabilities in Consumer Products and Life Sciences industries for various PLM solutions.

Program and Project Management

·Led a team of 25 direct reports and about 30 indirect reports to design and implement a new Manufacturing Planning, New Product Launch, and Product Management processes for a global Automotive and Industrial products manufacturer with $4.5B revenues.

Nov 1998Aug 2004

Sr. Consultant/Manager

New Product Development

·Developed a business case and a roadmap for a large Consumer Products company for a new product development process improvement initiative which will consolidate disparate R&D systems with supply chain systems resulting in improved integrity of information flow throughout the organization and will provide the ability to better manage the financial aspects of the product lifecycle from inception to the obsolescence. Redesigned the Stage-Gate based New Product Development process. Program recommendation has been approved and implementation has started.

·Completed a business plan and a program roadmap to develop a new technology service offering to Automotive Supplier market.

·As a knowledge broker for network of professionals in product lifecycle management space within BearingPoint facilitated management and sharing of knowledge among these professionals in order to improve delivery and business development processes

Operational and organizational effectiveness

·Assisted the design process of a shared services organization and process control model to transform the back office operations of a major US insurance company to support multiple business units resulting significant cost and personnel improvements

·Assessed the inefficiencies in the Logistics and Human Resources business processes of a leading Chemicals Corporation resulting 80% decrease in process time duration and removed the process in efficiencies.

·Helped a major industrial tools manufacturer to define a new product data management process, resulting 50% reduction in time that is required to deploy new products to market. Eliminating the need for local catalogs, created a 90% savings in design and maintenance of product information.

·Worked with a global chemicals corporation to stabilize the post-system transformation processes by helping the re-designing of the issues management and knowledge transfer processes.

Information Technology Strategy

·Assisted Chief Knowledge Officer and Chief Technology Office members of a leading Chemicals Industry firm to define a Content Management Strategy to create the foundation of Knowledge Management Process Model resulted deployment of a document management solution that aligned the operational requirements with longer term institutional knowledge requirements

·Developed the supply chain management systems strategy for a major Japanese Automotive OEM in US to improve the capabilities to execute new vehicles launches more efficiently and on time resulted in successful support of a new product launch in 2002.

·Established the Information Strategy for the Engineering department of a major automotive OEM subsidiary, which helped to improve the business cycle by 35% through integrating disparate product development solutions to supply chain management solutions and eliminating duplicate data management requirements.

Feb 1997Nov 1998



Consulting Manager for Discrete Manufacturing Industries

·Managed a team of 15 professional providing business process design and implementation services

·Planned and managed the operations budget, withP&L responsibility

·Worked with a business development team that generated approximately 15% of the annual revenue for FY’98

·Grewthe existing team by 30% with new hires

Aug 1992Feb 1997

Project Engineer/Manager


ERP Program

·As a direct report to CIO and Plant Manager, controlled a variety of initiatives within an extended ERP implementation ranging from new investment evaluation to operational improvement.

·Managed re-engineering of the plan-to-produce process, and improved the efficiency of the operations by reducing the closing period from 7 business days to 2



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