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P&L leader of expanding margins exponentially with top-down proactive strategy * Achieved 33% reduction in direct labor

by outsourcing non-core activities to low cost service providers * Led the development and deployment of a manufacturing footprint strategy aimed at reducing HCC manufacturing expense by 32% * Developed and implemented EMS strategy for non-core products hence reducing capital investment and improving internal SMD utilization by 17% * Reengineered product development gating process achieving 98.2% green launch voice of customer (L-VOC) * Reduced warranty accruals by 26% through focus on preventive quality measures, and quick response to negative rends * Realigned supplier quality organization with that of manufacturing footprint achieving 28% performance improvements * Launched customer and supplier strategic quality initiatives in 152 plants, 12 divisions across the Americas, Europe, and Asia achieving 9PPM customer delivered quality on $16 Billion sales * Reclaimed $13.6M in year-1 and $19.8M in 2008 by conceiving and implementing custom recovery solutions * Achieved 83% improvement in ongoing supplier quality with 2800 global vendors across diverse product lines * Enhanced labor efficiency $1.74M in 5 months by realigning resources into high performance productivity teams * Instituted reformation initiatives to reverse systemic losses of $1.5M+ per month; created a tactical plan to drive Overall Equipment Efficiency (OEE) as the dominant P&L turnaround metric MBA, Strategic Management Sn Davenport University BA, Business Administration Sn William Tyndale College Career Progression HARMAN INTERNATIONAL 2009 - Present Vice President of Operations Automotive Europe - Karlsbad, Germany Reporting to Co-President of the Automotive Division responsibilities comprise 6 manufacturing sites, Advanced Manufacturing Engineering (AME), and Quality Assurance (QA) * $1.8B P&L leader, directing 2648 FTE - Developed a transformational manufacturing roadmap with focus on manufacturing excellence, capital and cost optimization. * Developed a 3 phase manufacturing footprint strategy aimed at restructuring HCC/BCC mix and reduction of manufacturing expenses by 32%. * Improved assets utilization by developing a non-core EMS product outsourcing strategy - recognized 17% SMD utilization improvement. * Instituted a warranty reduction program aimed at reducing warranty cost by 32% - this is achieved through focus on Advanced Product Quality Planning (APQP), engineering product reliability, as well as preferred T&C. * Led an aggressive outsourcing of customer service refurbishment to an LCC service provider while maintaining performance to major OEM customers - yielding 33% direct labor reduction. Senior Vice President of Quality - Karlsbad, Germany

Reporting to CEO of Automotive group - Harman is a globally recognized engineering leader bringing to market high end audio, navigation, and infotainment systems - Brands: Harman/Kardon, Infinity, Logic, JBL, Mark Levinson, and others. * Responsibilities comprise Advanced Product Quality Planning (APQP), Supply Chain Management, Manufacturing Quality, Warranty and Customer Service. * Restructured quality organization, reallocated resources into LCC, complimenting our strategic initiatives as well as achieving 21% net FTE improvements. * Developed and deployed Asia Pacific Quality organization with focus on APQP, Quality Assurance, and Supplier Quality. * Developed and deployed a product development gating process with emphasis on engineering and manufacturing launch readiness gating process is aimed at driving product development and launch excellence. TRW AUTOMOTIVE 1999 - 2009 A $15.7B TIER I automotive supplier with a global manufacturing footprint - 152 plants in 22 countries. Global, Director of Quality Assurance - Livonia, MI * Secured 46% improvement across 12 divisions with global manufacturing footprint with sustained results of single-digit customer delivered PPM. * Developed launch strategy yielding 98.2% success rate involving global client platform across multiple plants and divisions. * Developed/deployed global supply chain organization yielding 83% sustained improvements in supplier delivered quality. Plant General Manager - Woodstock, Canada * $120M P&L leader directing 273 personnel; transformed plunging bottom line results to value-positive profits. * Identified systemic issues that drove for poor performance and losses in excess of $1.5 MM a month - Developed an improvement plan intended to drive manufacturing Overall Equipment Efficiency (OEE) * Restructured organization, re-aligned resources, and deployed