Assumed operations leader role mandated to set the operations team, find and develop partners, develop the hardware product, Launch the product and set a customer experience team.  Challenged to rectify, in a demanding 6 months, technical and other issues with a business-critical sub-standard product built by third-party design and contract manufacturer to develop and launch a wearable health product.  Collaborated with stakeholders to enhance design, improve product quality, process, and testing, achieving FCC/EE and UL certifications.  Launched the product to the market in 9 months with new suppliers, new distribution partners.  Set the customer experience team to ensure exemplary customer support using the Zendesk platform.  Set the all operational needs for the organization like OKR, Insurance policies, Launch gates, financial review, Weekly business review, Sales and Operational planning.

Assumed operations leader role mandated to fix several business and operational issues hindering growth, draining costs, and lowering staff morale and productivity.  Challenged to rectify, in a demanding 3 months, technical and other issues with a business-critical sub-standard product built by third-party contract manufacturer with no certification obtained for Indonesia.  Worked with various internal and external stakeholders to improve product quality, process, and testing to ensure product met standards with successful FCC/EE and UL certifications.  Returned product to optimum quality to ready for launch of hardware by XL Axiata in Indonesia.  Tasked to lead product development of a device without 4G and 5G for the price-sensitive Indonesian market.  Explored potential design houses and shared requirements stressing time sensitive 1-year completion.  Issued RFP to select design house and contract manufacturer leading to choosing design house offering new design with Mediatek platform, a next generation product.  Conquered issues stemming from demoralized team with lack of focus and minimal customer experience.  Sourced, recruited, and coached new experienced leader supported by new rigid processes to raise morale, productivity, and business operations with impact on proof of concepts.  Conceived, presented, and implemented framework to elevate team accountability and employee engagement after series of ineffective work.  Decided optimal Objective & Key Results (OKR) framework, implemented Ally in 2020, and Quantitative in 2023.  Heightened team awareness on importance of OKR adherence and need for collaboration and open dialogue to meet corporate goals.  Swiftly detected toxic culture shortly after hire and planned and executed radical shakeup to change culture and eradicate negativity and toxicity.  Surveyed employes encouraging feedback and ideation with follow-up survey performed twice per year.  Acted on first survey highlighting very poor eNPS score and rapidly increased eNPS to 55.  Engaged with company founders and CEO to review the business and draft a correct and resonating vision, mission, and value statement to reflect corporate goals and image.  Interacted with group heads to seek opinions and input to finalize the vision, mission, and value model.  Tasked to respond rapidly to COVID-19, taking decisions and actions to minimize business disruption while meeting strict COVID-19 guidelines and maintaining communications as remote work became norm.  Drafted agenda and commenced strategic discussion on company future using flywheel concept moving forward with clear objective for 2022 and required goals and successes supported by OKR process.  Gathered data from multiple sources on requirements for remote product testing and validation laboratory.  Established and equipped a laboratory in Santa Barbara for thorough product testing meeting statutory requirements to prepare customer demonstrations.

 Performed deep-dive evaluation of supply chain experiencing multiple complications and inefficiency, and documented findings.  Compiled information and authored and presented detailed realignment report to CEO and management team for approval.  Initiated sweeping transformation, re-establishing and enforcing process, systems and KPIs, and reenergized staff and communications with suppliers.  Accredited for resurrecting the business unit, playing a critical role as company rapidly expanded from $120M to $1.4B revenue.  Detected non-existent quality culture and planned change working with multiple stakeholders to define needs.  Devised and implemented quality culture with strict processes and key performance indicators, serving as quality champion to monitor quality performance and address concerns.  Positioned quality group as a major unit at Sonos, considered a function at the forefront of all product and manufacturing decisions.  Conquered problems with MLCC component in 2018 when global supplies dwindled causing major disruptions to supply chain and halting production.  Utilized network to negotiate a long-term supply contract with MLCC at zero increase in costs with no further supply issues.  Played key lead role as US government imposed 25% tariff on products made in China forcing production move to Malaysia.  Located and negotiated deal with contract manufacturer in Malaysia to shift manufacturing and supply chain from China with zero tariff impact and suppliers qualified in Malaysia.  Mandated to tighten and extract costs Sonos went IPO forcing need for tight fiscal control and optimal EBITDA.  Partnered with contract manufacturer and suppliers to jointly extract costs saving $35M in 2019 and driving COGS saving to 35%.  Combatted global shortage in memory components crucial to all electronic products, solidifying relationships with memory vendors for long-term supply without cost increase.  Charged to meet specific ethical standards for IKEA, a standard higher than RAB, working with contract manufacturers and suppliers to implement IKEA standards of work life and working improvements.  Gained IKEA’s approval to advance into manufacturing with product becoming a major revenue stream for Sonos.

Through BlackBerry growth from 20m to 20B USD