Summary

  • Exceptional track record based on the importance of communication and alignment of business personnel and resources to allow a total enterprise to focus on results. 
  • Ability to quickly assess a business situation, develop a clear vision, strategy, and direction, and translate into an action plan that can be embraced by a global team. 
  • Open approach with customers, suppliers, and fellow executives to quickly gain trust and confidence to effectively engage in pursuit of mutual goals.

Work History

Work History
2010 - Present

COO/SVP - Operations & Supply Chain

Activeion, LLC

Mission:

  • Rapidly transform the business operating model (strategy, planning, and execution) for step-change improvement in product and process quality, working capital, and unit cost.
  • Responsible for all aspects of manufacturing operations of a hi-tech (electro-mechanical) chemical-free cleaning device business, including:
  1. New product/supplier/process development, quality/test plans, sales/marketing
  2. Re-engineer manufacturing, S&OP, customer services, and reliability systems
  3. Global forward and reverse logistics and customer fulfillment and distribution
  4. Customer quality and technical issue resolution
  5. Demand and inventory planning, procurement, outsourced supply (EMS/ODM)
  6. Product road-mapping, safety and regulatory compliance management

Actions: 

Develop and execute successful global strategy with world class high quality and low cost balanced scorecard metrics and operating plan targets.

Results:

  1. Achieved below target unit cost, reduced from $189 to <$60, transforming operations into a new high performance supply chain model.
  2. Improved quality (reliability from life of 1 year to 5 years)  by value engineering the product design and applying sound reliability engineering principles.
  3. Reduced inventory by 30% while establishing a global distribution footprint for forward and reverse logistics.
2006 - 2010

Senior Operating Executive to Private Equity Portfolio Companies

TPG Capital LP (Global buyout group)

Mission:

Develops deep Value Creation strategies across a range of industries, providing Operations expertise and driving "hands-on" execution with portfolio companies. Coverage of manufacturing, technology, chemicals, energy, pulp & paper, construction materials, consumer electronics, medical device, semiconductor, automotive, aerospace, and warehousing/distribution.

Actions:

Board Director level contact at multiple portfolio companies, holding interim and colaborative leadership roles, as needed. Lead portfolio management activities for special situations and distressed investments with oversight of governance, management operations, setting up metrics and financial dashboard metrics. Drive regular review of portfolio company performance, critical issues, and trends. Assess talent, help hire, and transition new management. Assist with due-/post-diligence, M&A planning, and investment analysis. Interact with investor community to provide visibility.

  • Freescale Semiconductor, formerly Motorola's chip manufacturing division. (Asia Operations Transformation Lead for China, Malaysia, Singapore, HK, Korea, Philippines)
  • Armstrong World, global flooring company. (Transformation Lead)
  • Biomet Orthopedics, providing orthopedic implants for joint replacement, spinal injuries, and dental reconstruction (Global Portfolio Co. Advisor)
  • Graphic Packaging International, folding carton and plastic bag packagng product supplier to food, pharma, and beverage. (Supply Chain Portfolio Co. Advisor)
  • Isola Group global supplier of PC Board substrate to electronics manufacturers. (Transformation Advisor)

Results:

  • Structure global investment and management activities to deliver customer-focused sales and operational breakthrough performances with portfolio companies leadership for >$4B shareholder value creation and increased EBITDA ranging from 150 to >300%.
2004 - 2006

Senior Group VP - CPO, Global Integrated Value Chain, General Manager

United Technologies Corp. (fka Goodrich Aerospace, Ltd.)

Mission:

  • Assure continuity for major commercial and military aerospace fly-by-wire flight, missile, and land control systems in regards to customer sales, resource planning, manufacturing production / capacity / capital spend, supplier contract management, foreign exchange rate hedge, consolidated spares, and inventory, distribution,and logistics.
  • Link decentralized functions to centralized “end-to-end” supply chain: SI&OP, strategic sourcing, new product management, MRO sales/service, quality/development, capital equipment, and logistics/distribution at 13 manufacturing and MRO centers with P&L responsibility for $1B+ sales.

Actions:

  • Led strategy and delivery of global OEM and MRO operations and supply chain transformation efforts 
  • Rationalized global manufacturing strategic footprint, developed a make vs. buy strategy, moved production into contract manufacturing in E. Europe, consolidated 3 facilities, transferred product into 4 Chinese facilities.
  • Integrated operations and inventory with sales demand ramp rates and re-layout of sites, facilities, supply chain and global footprint into an optimized status for efficiency.
  • Lead and transformed Manufacturing and Design Engineering with Lean methods; Organized silo-Engineering into Integrated New Product Development and Supply Chain/Sourcing teams to insure cross functional support of new products and early prevention of quality issue.

Results:

  • Generating a 5 yr. cash flow savings > $300M. China transfer $50M EBITDA savings.
  • Accelerated teams to execute - from 1 Kaizen and VA/VE event to 40-50 per month. 
  • Decreasing quality issues dramatically. Improved unit cost by 10% and reduced inventory by $120M. achieved $150M annual savings across corporation for indirect spend leverage. 
  • Reduced engineering lead time by 50% and procurement costs by 10% annually.
2001 - 2003

Vice President - Operations Lean Sigma and Quality Systems

GKN, PLC (Aerospace)

Mission:

  • Transformation of four acquired underperforming business units (previously owned by The Boeing Company and United Technologies Corp.)  Respond to ‘9-11’ impact (2001) on a $700 million per year A&D business. Develop approved systems for IT and aerospace quality conformance.

Action:

  • Owned M&A analysis identified product and process flow inefficiencies greater than 50% within former Boeing operations. Established Green & Black belts initiative focus.
  • Developed IT System, Supply Chain, and Quality Systems strategies. Executed as Transition Lead via Project Management.

 Results:

  • Integrated supply / manufacturing planning, engineering, and quality systems and processes to enable certification to AS9100 & NADCAP A&D quality requirements.
  • Achieved $50M savings on synergy initiatives delivering 25% operating margin.
1996 - 2000

Leader - Global Sourcing, Supplier Development, Cost Engineering

BMW Automotive
  • Develop best practices in strategic sourcing, supplier development, ERP/SAP, contract review, negotiations, procurement cost control and cost engineering, supplier development, BMW 3-series, Z3 roadster, and X5/X3 SUV.
  • Mentored 16 purchasing managers and 8 assistants focused on supplier relationship and $150M local /$500M global cost reduction via management of $5B global spend.
  • Achieved 22.5% Cost of Material savings in 4 years while introducing strategy methods from Japanese auto to BMW.
1987 - 1996

Manager - Quality Engineering & Supplier Development Engineering

Mazda Motors
  • Trained by Japanese experts in Lean / Kaizen methodology to execute a structured operational transformation approach and successfully introduced concepts to global automotive suppliers.
  • Established a New Product Risk Readiness Assessment to measure supplier capability and delivery to technical requirements resulting with significant increase in delivery confidence.
  • Designed monthly Supply Balanced Scorecard Metrics with "Standards of Quality (Silver/Gold/Platinum)" rating system result 90% on-time and zero defects in one year.
  • Developed Supplier Value Engineering, Lean Design for Manufacturing, Parametric Cost Model, & Quarterly Targets sharing resulting in >$100 mil annual savings (-17%).

Education

Education

Certifications

Certifications

Black Belt Certification

American Society of Quality

Master Black Belt - Lean Six Sigma

Harrington Institute