A successful engineering/manufacturing executive and business strategist who has transformed businesses into industry prominence, achieving top- and bottom-line goals in domestic and international operations. Developed 37 new products with global revenues of more than $1.1 billion and gross profit margins of up to 53%.
A strong manager, skilled in applying lean principles to manufacturing, design for Six Sigma, cost containment, profit enhancement and supply chain management.
, Camarillo, California 2004-Present
Pitney Bowes, Inc.
Vice President, Engineering
Accountable for development of products and solutions for the largest specialty printer company serving all major industries and government with sales of more than $900 million.
Drove revenue derived from new products from 3% to 24% of total revenue with a gross margin of 49% over a period of three and half years.
Introduced 21 new products, 32 accessories and enhancements, and hundreds of configuration SKUs that generate $445 million in revenue annually.
Reduced annual product costs by $4.2 million; eliminating field quality and agency compliance issues, doubling product reliability and resolving application coverage issues.
Eliminated major reliability, compliance and safety risks that exposed the company to customer dissatisfaction and also to sizable litigation risks. Set up processes that addressed field issues and root causes rapidly. Line stoppages caused by new product design issues were eliminated.
Restructured and integrated the R&D organization made up of 183 engineers and technicians across four global sites into one cohesive development group with singularity in management and priorities. Consistently met R&D organization annual budget expectations of $28 million.
Set up engineering support functions in China and developed a detailed business plan for the implementation of a new development center in Singapore that is part of the corporate R&D group.
Created common technologies, architectures and control systems across product lines, making new products user-friendly, easy to sell, integrate and maintain. Led the initiative in working with senior management in the definition and creation of next generation products using the group’s methodologies.
New product development addressed critical major customer requirements, integrating their needs into high-volume, nationwide roll-outs at customers’ sites. This included Wal*Mart, UPS, McDonald’s, FedEx and DHL.
, Danbury, Connecticut 1993-2004
Vice President, Engineering, Document Management Solutions (2003-2004)
Manufacturer of consumer and industrial meters, mailing and document solutions, including high-end, intelligent mail generation systems with revenues of $6 billion. Originally recruited to affect the turnaround of the Document Management Solutions business unit, which had been a losing operation since its inception in 1986. The turnaround was successful and profitability reached the highest in the industry. The business unit became dominant market competitor.
As Vice President of Engineering, directed development of products and integration of OEM solutions, which brought the net profit margin up to 14%.
Developed architectures and designs for major new system modules, the collective result of which was a product portfolio that was the widest and highest performing in the industry with revenues of $330 million.
Following the acquisition of the primary competitor’s international operations, integrated its product lines, increasing market share to 52% globally.
Improved customized systems’ development and shipment on-time performance in Germany by 42%. Increased associated revenue by more than 50%.
Created a world-class integrated engineering team of 150 associates between U.S.A. and Germany, which resulted in reduced time to market for development initiatives from Germany by 20%.
Vice President, Engineering and Marketing (2000-2003)
Accountable for business and marketing strategies, alliances and the successful integration of acquisitions. Directed engineering, product management, tactical marketing, field support and OEM management.
Raised product and organization market share that led to the sale of Bell & Howell’s Production Mail business unit’s international operations to Pitney Bowes.
Developed an alliance and negotiated a contract with a domestic competitor to become its sole distributor, creating a new revenue stream for Pitney Bowes. The agreement included rights to manufacture its product line.
Designed a new mail processing system that increased speed by 80% over previous models. The new processing system has remained the industry flagship system with revenues increasing by 40%.
Revamped the product management function, defined product line strategies, developed highly effective sales training, created advertisements and marketing materials and developed a new pricing structure. Customer satisfaction reached 94% and remained at these levels.
Vice President, Engineering and Manufacturing (1995-2000)
Managed a group of 270 associates responsible for meeting revenue and profitability requirements, short- and long-term new product goals, and customer satisfaction goals.
Designed and introduced eight new modules to the product portfolio offering customers new solutions in high-volume mail generation segments. Improved on-time delivery performance of customized orders from 50% to 70%.
Revamped the product design process, infrastructure and associated skill-sets to guarantee the best designs.
Vice President, Manufacturing (1994-1995)
Director, Process Engineering (1993-1994)
Managed manufacturing, supply chain and new product introduction functions to meet business goals of transforming manufacturing into an industry leader.
Improved delivery performance from 30% to 95%. Quality defects dropped by 70%. Inventory dropped by 30%, while part mix increased from 4,400 to 7,700 active parts. Revenue per employee improved by 50%.
Created and formed a hardware and software test engineering organization and initiated processes to test and introduce new products into the supply chain.
Digital Equipment Corporation, Maynard, Massachusetts 1979-1993
Group Manufacturing Engineering Manager (1987-1990)
Senior Manufacturing Engineering Manager (1986-1987)
Managed 150 engineers and technicians responsible for designing and introducing new processes and new products into manufacturing for a $14 billion manufacturer of computer hardware and software. Groups included electrical test, software, assembly, quality, reliability and industrial engineering.
Designed, introduced and stabilized several major processes for PCB assemblies associated with 50 mil SMT, 25 mil SMT, and S.M. arrays.
Introduced new mid-range CPU designs on time and budget. Reduced prototype turnaround time from 10 to 2 days.
Manufacturing Engineering Manager (1982-1986)
Directed a plant-wide program that automated and integrated material storage, movement and control systems. Managed a program that designed and implemented a continuous flow manufacturing operation, process development and systems analysis for plants in Puerto Rico and Canada.
Reduced inventory pipeline by 25%, eliminating need for warehouse and kitting.
Designed continuous flow processes and controls for high-volume manufacturing.
Principal Engineer (1979-1982)
Performed special projects related to operations analysis and designed processes for 14 electronic assembly plants in four countries; served as a consultant to plant management.
Industrial Engineer and Supervisor of Production Planning and Control for a leading manufacturer of abrasives and ceramics for industrial and consumer markets.
Massachusetts Institute of Technology, Cambridge, Massachusetts
Master of Science, Materials Engineering
University of Massachusetts, Amherst, Massachusetts
Master of Science, Industrial Engineering/Operations Research
Baroda University, Baroda, India
Bachelor of Engineering, Mechanical Engineering