Experience

onsemi

• United States
• Semiconductors
• 700 & Above Employee

• VP of Finance, Manufacturing Finance

  • Mar 2022 - Present



Western Digital

• United States
• Computer Hardware Manufacturing
• 700 & Above Employee

• VP of Finance, Manufacturing Finance

  • Jan 2019 - Mar 2022

• Sr. Director, Manufacturing Finance

  • May 2016 - Dec 2018

  Western Digital acquired SanDisk in May 2016. Corporate Governance: • Board of Director for SanDisk Manufacturing Unlimited and SanDisk China Limited (wholly-owned subsidiaries of WDC) • Member of Board Audit Committee for the said entities • Attend quarterly board meeting, approve CapEx investments and production volumes, review and challenge operational performance Finance and Accounting Leadership: • Lead a high performing international team of 40+ members from 3… Show more Western Digital acquired SanDisk in May 2016. Corporate Governance: • Board of Director for SanDisk Manufacturing Unlimited and SanDisk China Limited (wholly-owned subsidiaries of WDC) • Member of Board Audit Committee for the said entities • Attend quarterly board meeting, approve CapEx investments and production volumes, review and challenge operational performance Finance and Accounting Leadership: • Lead a high performing international team of 40+ members from 3 countries • Ownership of inventory / cost accounting for $1B+ Flash inventory, $5B+ annual COGS • Manufacturing FP&A for Asia factories, KPI tracking and decision support • Spokesperson for entire Flash business COGS, financial forecasting, earnings analysis • China, Malaysia local entity accounting as well as interaction with Tax, Treasury and Internal Audit. Drive decisions regarding local cash balance, transfer price and VAT. • Process improvement focus. Revamped warranty reserve, standard cost setting, and variance capitalization and reporting. • Lead manufacturing finance in Oracle ERP implementation Strategic Manufacturing Partnership: • Partner with EVP of Operations and staff on all aspects of the manufacturing organization • Key driver of capacity expansion projects; CM selections; captive vs non captive capacity balancing etc. Recognized and respected by Ops as an adviser • Drive LRP and AOP process, setting challenging goals. Lead presenter to senior executives. • Lead cross functional teams on Flash product cost reduction efforts on all fronts M&A and Integration: • Led manufacturing finance in the WD/SNDK integration planning and implementation • Achieved $270M savings in Fixed Asset Step Up through challenging valuation team • Avoided full physical inventory count at Deal Close; drove numerous policy alignment



SanDisk®

• United States
• Semiconductor Manufacturing
• 700 & Above Employee

• Sr. Director, Manufacturing Finance

  • Aug 2015 - Apr 2016



Maxim Integrated

• United States
• Semiconductor Manufacturing
• 700 & Above Employee

• Executive Director, Corporate Finance

  • Feb 2014 - Jul 2015

  Corporate FP&A: • Ownership of corporate P&L, Cash Flow and Balance Sheet forecasting and reporting. • Ownership of corporate deliverables for Quarter / Year Close, Press Release, Board Meeting Financial package and Peer Financial Metrics; in data, analytics as well as messaging. • Driver of international vs. domestic cash position analysis; drive analytics to support annual dividend increase decisions. • Ownership of BU P&L; provide visibility to BU profitability to enable business… Show more Corporate FP&A: • Ownership of corporate P&L, Cash Flow and Balance Sheet forecasting and reporting. • Ownership of corporate deliverables for Quarter / Year Close, Press Release, Board Meeting Financial package and Peer Financial Metrics; in data, analytics as well as messaging. • Driver of international vs. domestic cash position analysis; drive analytics to support annual dividend increase decisions. • Ownership of BU P&L; provide visibility to BU profitability to enable business portfolio mgmt. • Established the Quarterly Business Review process where each division GM reports P&L performance to CEO to instill accountability and transparency. • Established Maxim’s long term business model in terms of Revenue growth, GM, OM, CapEx as % of Revenue, ROIC, and % return to shareholders of FCF. The desired OM% has become the driving force behind recent announcements of OpEx and ATL reductions as well as BU reorg. • Drive SAP BPC system enhancements to enable better analytics and reporting. • Ownership of $800M+ of annual OpEx spending G&A Finance and Central R&D Finance: • Be the key partner and advisor to executives in G&A (HR, Legal, IT, CFO org, Facilities) and Central R&D functions (Advanced R&D, QA, Test Engineering). Drive Annual Strategic Review and Annual Operating Plan discussions. • Provide strategic decision support as well as general FP&A support. Oversee OpEx closely and ensure orgs meeting their quarterly and annual OpEx targets.

• Executive Director, Worldwide Manufacturing Finance Controller

  • 2010 - 2014

  Manufacturing Finance: * Be the key partner to Sr. VP of Operations. Drive Annual Strategic Review and Annual Operating Plan discussions. Set aggressive performance targets for each function and drive implementation. * Lead strategic long range Fab capacity planning on process technologies. Led to the decision on Maxim investing $200M in US factories as well as forming foundry partner agreements. * Built a strong Finance team across 3 countries. Greatly enhanced the partnership… Show more Manufacturing Finance: * Be the key partner to Sr. VP of Operations. Drive Annual Strategic Review and Annual Operating Plan discussions. Set aggressive performance targets for each function and drive implementation. * Lead strategic long range Fab capacity planning on process technologies. Led to the decision on Maxim investing $200M in US factories as well as forming foundry partner agreements. * Built a strong Finance team across 3 countries. Greatly enhanced the partnership with Fab, Assembly, Bump, Test, SCM and Logistics. * Provide strategic decision support such as make vs. buy, ROI, NPV, payback, vendor selection, factory and workforce sizing, FA HFS and impairment. * Ownership of >$900M annual ATL spending Corporate Finance: * Transitioned Maxim to active GM management model. Partner with CFO to set targets for GM and DOI. Drive Operations accordingly. * Improved GM forecast accuracy by 2X. Introduced advanced analytics to COGS forecasting. * Key driver in setting Maxim’s long term business model on revenue growth, GM, OM, CapEx as % of revenue and ROIC * Key player in Quarter Close reporting, as well as Press Release and Board Meeting messaging. * Companywide CapEx target setting, management and reporting * Drive SAP BPC system enhancements to enable better analytics and reporting. Cost Accounting: * Ownership of >$400M of gross inventory and related Inventory close and reporting. * Ensure adequate SOX 404 controls. * Oversee quarterly Standard Cost refresh. Ownership of cost system and cost methodology refinement and communication to all stakeholders. * Greatly improved the E&O reserve process. * Partner with Corporate Controller to set policies for E&O reserve, FIFO Flow-out rates, MRB, & ASE 330-10 * Lead the SAP Cost Module implementation currently in progress. Acquisition and Divesture: * Key driver of the divesture of Clock product line to Microsemi * Key player in the due diligence phase of Sensor Dynamics acquisition

• Director, Business Unit Finance

  • 2006 - 2010

  BU and Division Controller: * Ownership of Finance support for two of three Product Groups of Maxim. Built a strong Finance team to provide decision support and FP&A for 10 Business Units. * Served as the Division Controller for High Performance Analog group personally. Full ownership of Division and BU P&Ls. * Held quarterly P&L reviews with CEO on production line portfolio management to recommend invest, harvest and divest actions. Resulted in multiple… Show more BU and Division Controller: * Ownership of Finance support for two of three Product Groups of Maxim. Built a strong Finance team to provide decision support and FP&A for 10 Business Units. * Served as the Division Controller for High Performance Analog group personally. Full ownership of Division and BU P&Ls. * Held quarterly P&L reviews with CEO on production line portfolio management to recommend invest, harvest and divest actions. Resulted in multiple restructuring. System Infrastructure – Designed and implemented key systems that Maxim uses to support essential business processes: * Two generation of product costing systems. Self-coded the 1st generation. Used for Standard Cost in financial reporting as well as BU cost for business quoting and new product opportunities. In use from 1997 to present. * Two generation of demand forecasting systems. In use from 2003 to 2013. * Design time tracking system, trained all Maxim designers. Enabled time logging that supports the design metrics. In use from 2006 to present. * Long Rang Plan system as the platform for BU long range planning process, product market segmentation and 5 year out BU and production line P&Ls. In use from 2007 to present.



Maxim Integrated

• United States
• Semiconductor Manufacturing
• 700 & Above Employee

• Manager, Business Unit Finance

  • 2001 - 2005

  BU FP&A: * Led the annual Long Range Planning process by driving strategic discussions regarding market outlook and penetration, TAM and SAM analysis, and new product roadmap. * Key player in new design idea selection by providing analytics on ROI, GM% expectations to ensure the right products enter the NPI engine. Gated risky launches. * Analyzed KPIs for design execution, utilized various metrics such as Return on Design Time, NPI cycle time and TTM etc to aid BUs in better… Show more BU FP&A: * Led the annual Long Range Planning process by driving strategic discussions regarding market outlook and penetration, TAM and SAM analysis, and new product roadmap. * Key player in new design idea selection by providing analytics on ROI, GM% expectations to ensure the right products enter the NPI engine. Gated risky launches. * Analyzed KPIs for design execution, utilized various metrics such as Return on Design Time, NPI cycle time and TTM etc to aid BUs in better managing their design resources. * Providing OpEx spending and budgeting management and control Market Segmentation: * Introduced market segmentation to allow BUs to better dissect their product portfolio and market opportunities. Enabled differentiation of strategy by market. * Build the system to record and enable product to market mapping to support all analytics. * Drove the alignment of Maxim’s end market and primary market lists with WSTS * Introduced bookings and shipment reporting by end markets and primary markets in Maxim’s quarterly earnings press release. In uses since 2005 to present. * Market segmentation became the foundation of Maxim’s balanced business model and the basis on which Maxim organizes the BUs and product groups. Demand Planning: * Ownership of company’s demand planning process for 7 years while owning BU support. * Transitioned Maxim from forecasting at die type level to end product level, frequency of forecast update from weekly to live. Enabled better visibility for SCM for better planning. * Drove the twice a quarter demand forecast review with BUs. Up leveled it to be followed by Sr. Mgmt review to gain consensus on near future demand picture and market level movements. * Introduced leading indicators and statistical modeling to demand planning.

• Financial Analyst; Senior Financial Analyst

  • 1997 - 2001