MIT Sloan School of Management

Bowdoin College

Head of Projects

Seminole, Florida, United States

VP Supply Chain, Manufacturing, Implementation.  Symbotic is a privately held company that designs, manufactures, installs, and operates large-scale warehouse automation systems.  My team leads the procurement, manufacture, installation, project management and commissioning. Programs are large scale customers, with installations typically 250K sq ft. per project  Within 4 years we will scale to greater than 1 project per month.

Symbotic

Led a diverse group of 40 programs, centered around communications – including radios, antennas, and large scale integration.  Over three years we reduced the overhead rate from 60% to 40%.  Installed automated test automation – first in the SAS business unit.  Met sales plan of $400M each year.  Most proud of Total Employee Engagement movement, that eliminates suggestion boxes and empowers the workforce – 200+ ideas implemented per month in 2015.  Safest year in plant history in 2015, with OSHA @ 0.36.  Managed represented workforce 3-year agreement.  Implemented new SAP system into plant in early 2014 with minimal disruption.

Raytheon

General Manager & Site Executive

Managed all California production for the company.  This included three sections of people that support Space, Radio-Frequency, and Electro-Optical products.  Responsible for $6.7M annual overhead budget, roughly $100M in annual sales, and $20M profit giveback.

General Manager

Managed six factories that support a broad product mix of Electro-Optical, Laser and Special Projects within El Segundo.  Staff was composed of Factory Managers, Project Managers, Supervisors, and Technicians.  Customer interaction included both internal and between business units, with fixed price and cost plus types of contracts - while spanning products between early developmental SDD and mature FRP type of work.

Factory Manager

Primary responsibilities included production, early developments and managing repair of field returns.  Other roles included setting and meeting DFMA design goals on new programs, oversight of engineering group, and frequent customer interaction across multiple program platforms.  $1.5M in 2009, $1.0M in 2010, $1.5 M in 2011, and $4M in 2012 for production givebacks.  Roughly $1.0M annual savings through develop of “Indefinite Quantity, Indefinite Delivery” contracts with long-term critical suppliers.

Operations Manager

Led two 25,000 sq ft. clean-room factory transitions; reduced factory footprint 13%, while increasing factory output 50%.  Developed layout, factory flow and utility requirements consistent with a “flexible factory.”  Managed $2M in project costs.  Developed and led “Laser Trinity Team,” consisting of Operations, Engineering and Change-Agent.  Drove 60% yield improvement by developing projects to reduce sources of defects.

Lincoln Sise