Vice President and General Manager at MacLean Power Systems

Trenton, Tennessee, United States

We are "Connecting People for Good" by manufacturing and supplying products for electric utility, civil / construction and communication markets.Our areas of product expertise include: automatic splices and bolted connectors, silicone rubber non-ceramic insulators for transmission, distribution and substation applications, surge arresters, pole line hardware, aluminum and ductile clamps, fiberglass brackets and guy strains, steel fabrications, bonding and grounding products, anchoring systems, and more!

MacLean Power Systems

Vice President and General Manager

Consultant

Today, there is a spiraling market demand for devices to provide more features and benefits, while offering compact size and reliable performance. From hearables and wearables, to complex medical and military equipment, ZPower high-energy density microbatteries are made for manufacturers that live in this environment. ISO9001 and ISO 13485

ZPower

Vice President Operations

NantEnergy’s innovative Zinc-based rechargeable batteries and energy management software are fundamentally changing the way we generate, store, and use electricity. Our mission is to deliver clean energy solutions that benefit people, business and the planet, with energy storage systems that cost less, function longer, and are far better for the environment than the lead-acid batteries and diesel generators they replace. Thanks to our technology, more than 200,000 people in villages across rural Indonesia and Africa have access to electricity, while our commercial and industrial customers have seen significant reductions in their electricity demand charges, in some cases eliminating them entirely.Vice President Global Operations and Supply Chain (Aug '15 - Oct ‘19)President Director Fluidic Indonesia (Oct '16 - Nov '17) - Division soldInterim Finance Leader (May '17 - May ‘18)

NantEnergy (Formally known as Fluidic Energy)

VP Global Operations & Supply Chain

Large multinational world-class manufacturer with over 15,000 employees with manufacturing facilities in Bangladesh and Vietnam.  Company designs and manufacturers apparel for a global customer base of leading retailers. Reported to the Chairman of the Board, Founder and majority owner.  Responsible for operations at five sites in Bangladesh employing 13,000 and two in Vietnam employing 1,300.  Duties included:  Compliance with social, fire, structure, environmental and safety interfacing with regulators: Alliance (North America), Accord (European), as well as government and customer-required standards.  Installed LEED Green Certification, GSD “General Sewing Data” implementation, due diligence of potential acquisitions, new building / manufacturing layout, review and cost analysis. •	Orchestrated a guide for the newly created position of Finance Head in Bangladesh; Result:  Created a unique P&L and Cash Flow Statement combination. •	Assessed similar manufacturing facilities in Vietnam; released unneeded personnel; Result:  Reduced headcount by 10% within 6 months while simultaneously improving output. •	Introduced Lean Six Sigma concepts to owner/founder and senior managers; Result #1:  Directed a cultural change within the company by starting at the top, and Result #2:  Created a “Model Factory” out of one of the new facilities to use as a guideline. •	Directed SAP software implementation over a 7 month period; Result:  Significantly improved financial reporting and analysis of results. •	Directed the re-layout of a new factory and also the layout of a newly-built factory in Bangladesh; Result:  Increased productivity 33%, reduced cycle time by 75% and improved quality and yield by 50%.

Epic Design Ltd.

CEO - Global Operations (Consultant)

- MMI acquired Metalform Asia – next company – in 2010)High cleanliness, high precision mechanical components used for manufacturing of Hard Disk Drives, and high precision components used for Aerospace, Oil & Gas industries. 9,000 employees. $750-Million revenues. Majority owned by private-equity firm KKR. Manufacturing in: China, Thailand, Malaysia, Singapore and the USA. Executive Director Corporate Procurement & Supply Chain, 2011-2014Executive Director Precision Engineering SBU – Aerospace, Oil & Gas, 2012-2014Managing Director Precision Forming, 2010-2011Reported to the Group Managing Director & Founder. From August 2011, worked as Head of Group Procurement and Supply Chain, $350-Million spend across 15 sites in Asia and the USA. Also worked as Head of Aerospace and Oil & Gas precision component business units with operations in Singapore and the USA. In 2010 and 2011, Head of Precision Forming SBU (which MMI acquired in September 2010) with annual revenues of $125-Million USD.•	Assigned the responsibility as Executive Director of the under-performing Oil & Gas unit in Singapore and Aerospace unit in Tempe, AZ; Result #1: Effectively performed a turnaround in less than two years. Result #2: Successfully directed the sale of these businesses.•	Orchestrated the transition of newly acquired Metalform Asia – I was CEO of this company - into MMI; Result: Merged it with another acquired business unit for a smooth transition without interruption. •	Formed Corporate Procurement Group for strategic direction / negotiations for $350M in annual spending; Result: Reduced supplier base by 43% and cost reduction of 11% annually. •	Installed transparency throughout the international procurement organization; Result: Implemented eSourcing throughout the Group allowing checks and balances and achieved full transparency objective.

MMI Holdings Ltd (Acquired Metalform in 2010)

Executive Director/Managing Director

- acquired by MMI Holdings Ltd. 2010)High cleanliness, high precision mechanical components used for manufacturing hard drives. 2,000 employees, US $125-Million, #1 in the industry both in units and revenue for products supplied. Manufacturing in China, Thailand and Singapore. Customers located in North America, Japan, Korea, China, Thailand and Malaysia. Reported to Partner (private equity owned – JP Morgan Partners). Responsible for complete management and direction of the company including P&L, Balance Sheet, Cash Flow, Operations, R&D, Sales and Marketing. •	Positioned the company for exit by private equity owners aligned with their expectations; Result: Company was sold to MMI Holdings in September 2010. •	Customers demanded a local presence, so repositioned manufacturing to 60% China and 40% Thailand with Singapore used for R&D, prototyping and headquarters; Result: Met customer demands. •	Assumed control of a family-run business, which was in breach of financial covenants which was highly leveraged through syndicated leaders and a negative cash flow position, given 6 months to fix or lose customer base; Result #1: Restructured debt, removed former owners from company management despite turmoil, Result #2: Performed a turnaround fixing complaints of: Delivery, Quality, and Customer Service issues, •	Implemented Lean Six Sigma data driven culture throughout the Group; Result: Customers rated us as #1 and #2 ranking vs. the competition for Delivery, Quality, Total Cost, and Customer Service. •	Championed market driven changes and internal innovations; Result: Reduced costs, ASPs dropped by 36% while increasing revenues by 10% and volume by 72% and achieved EBITDA improvement of 61%.•	Prepared the company for sale: Designed and delivered dynamic presentation to more than a dozen potential purchasers; Result: Company was successfully sold to MMI Holdings (see next employer).

Metalform Asia Pte. Ltd. (Acquired by MMI)

Group CEO

Start-up high-end Protocol Processor (integrated circuit) and Board-Level products. VC funded. 60 employees. Reported to the CEO.  Recruited to direct the start-up of pre-IPO fabless manufacturer of semiconductor and board-level products.  Scope of responsibility included wafer foundry management (.13um CMOS) in North America and Asia, I.C. and PCB subcontract management in USA and Asia, supplier contracts, quality assurance, document control, purchasing / materials, import / export, customer service, manufacturing engineering and test engineering. Majority of employees were engineers focused on RTL, Physical Design, and Software. •	Built infrastructure, including internal and external business processes with a cutting-edge technology environment by working closely with manufacturing partners and internal organization in defining specs; Result #1:  Defined manufacturing strategies, negotiated contracts, delivered prototypes on time in budget. •	Negotiated with IBM to build our first product (chip) using leading edge wafer fab technology; Result:  Delivered prototypes on time at expected costs; secured IBM as a subcontractor.

Astute Networks

Vice President of Operations/Global Supply Chain Management

Based in Portland, OR, company specialized in (Business Unit) Capacitor – termination and test capital equipment OEM manufacturing.  $250-Million revenues, 350 employees business unit of a publicly traded $470-Million company. Reported to SBU GM.  Responsible for operations and supply chain management for business unit including:  Purchasing, Planning, Operations systems build, Operations tooling build, Quality, Warehouse/shipping/receiving and Engineering.  Maintained direct communication with customers.  •	Market demand increased significantly for CAPEX spending in this sector; Result:  Ramped production from US $100-Million/year run rate to US $250-Million run rate. •	Customers very unhappy with late deliveries and long lead times; drove internal production to increase output through implementation of Cell manufacturing;Result #1:  Personally managed customers, caught up on shipments and significantly reduced lead-time; Result #2:  Transferred remaining system builds to subcontractors over time, and Result #3:  Directed the “wind-down” of the California operation per long-term direction from Corporate. •	Installed long-term improvements to customer service, re-organized manufacturing and all internal systems; Result:  Attained “Outstanding” customer rating based on:  On-time delivery, quality, service.

Electro Scientific Industries, Inc.

Director of Operations/Global Supply Chain Management

Company specialized in lead frames used in the assembly of Integrated Circuits.  1,200 employees, US $120-Million division of a US $16-Billion conglomerate (The Hong Leong Group, Malaysia). Reported to Group Managing Director, Malaysia Pacific Industries, a public holding company.  Responsible for the company and direction, P&L, Balance Sheet, Cash Flow, Operations, R&D, Sales & Marketing functions.  Also worked as an active participant at the Group level, working with other Hong Leong companies; finance and banking, and manufacturing. •	Special Challenge #1:   Hong Leong acquired this company from National Semiconductor, and I was recruited to lead the transition as the COO (head of the company).  Prior to acquisition the company was HQ in San Jose, CA, with manufacturing in California, Pennsylvania, and Malaysia.  Result:  Successfully transferred all production out of California to Malaysia within 6 weeks of acquisition. •	Special Challenge #2:  National Semiconductor would diversify their supply-base from about 90% of Dynacraft to 20%.  My Challenge:  Cover the shortfall with new customers/revenues. Result:  Brought on new customers including:  Intel, AMD, Linear Tech, ST Microelectronics, Motorola, Amtek, ASE, Carsem and successfully grew revenues from about US $80-Million to US $120-Million while National Semiconductor was dramatically reducing their purchases/revenues to us. •	Positioned company in top ranking against significant market competitors for core business metrics; drove Lean Six Sigma as a culture; Result:  Led the Hong Leong Group of companies in the Group-wide effort. •	Drove a Lean Six Sigma and a culture of continuous improvement across the entire Hong Leong Group.

DYNACRAFT INDUSTRIES

Chief Operating Officer

Brought back into company (based on earlier success _____ILLEGAL_CHAR_SSSTART150ILLEGAL_CHAR_EEEND_____with WD). Fully responsible for worldwide manufacturing through subcontractors and also reporting of Operations group in captive offshore facility in Malaysia -- a $2 billion company manufacturing and selling integrated circuits and PCB level products. Captive operations located in USA and Malaysia. Subcontract located throughout Asia and Europe.Challenged with turning around numerous quality, cost, and lead time issues within worldwide operations (internal and subcontract), and establishing world-class status, as benchmarked against the _____ILLEGAL_CHAR_SSSTART147ILLEGAL_CHAR_EEEND_____best in industry_____ILLEGAL_CHAR_SSSTART148ILLEGAL_CHAR_EEEND_____. After achieving success in semiconductor products given added responsibility for board and box level products. Spent final six months of tenure with broadened responsibility of transferring the Malaysia operation to subcontractors, to allow conversion of facility into a disk drive manufacturing operation.

Western Digital

Director, World-wide Operations/Global Supply Chain Management

Managed wafer fabrication foundries and subcontract assembly and test of integrated circuits for USA and UK Plessey Semiconductor divisions, based in Hong Kong.  Scope of responsibility included manufacturing, subcontract management, logistics, contract negotiations, quality and process engineering.  Challenged with providing direction to an operation without disciplined process and flow methodologies.  Focus on establishing processes that were repeatable to improve yields, as well as significant improvements in on-time delivery, cost, reliability, and quality. Also produced hybrids for use in military applications, both standard and class _____ILLEGAL_CHAR_SSSTART147ILLEGAL_CHAR_EEEND_____S_____ILLEGAL_CHAR_SSSTART148ILLEGAL_CHAR_EEEND_____

William Fulton