Manager Engineer

MARK HENNECKEN

Aurora, CO 720-***-**** **************@*****.***

ENGINEERING LEADERSHIP

Established reputation as the go-to resource for resolving the most demanding technical, project leadership, product development and business challenges. Achieved consistent success by tying together people, processes and technology to drive ongoing engineering and business improvement. Consistently achieved aggressive business and program goals, strengthened product design efficiency and made engineering processes more agile. Routinely led successful teams in devising creative solutions based on new approaches and better applications of new and existing technologies. Worked with vendors and customers in Austria, Japan, Singapore, and Switzerland.

Streamlined business processes, and enabled those processes to strengthen the bottom line. Produced outcomes consistently beyond planned goals for competitive, technology-intensive enterprise. BSEE in Electrical Engineering from Manhattan College. MBA coursework in Business / Finance at the University of Colorado. Completed Design for Six Sigma (DFSS) Black Belt training. Project Management Certification Program at the University of Colorado.

Earned Oracle’s Bronze, Silver and Gold Achievement Awards. UVM, Synopsis, Ver ilog, C, Fortran, Pspice, OrCAD, Matlab, Mathcad, Pro ject, Office, Analog, Digital, R/W, D irector, Manager, Strategy, Marketing, Des ign, Verification, FPGA, ASIC, Quartus, Altera, Xil inx, Roadmap, Presentation, Customer, budget, schedule, product management, project management, software, hardware, Cadence, Mentor Graphics. DFSS, Six Sigma, Minitab, System Veri log, Power, RF, Leadership, Leader, Change, Innovator, business, communication, coaching, col laborative, fi rmware. KEY ACHIEVEMENTS

Fast tracked resolution of an unexpected problem, saving a multimillion dollar order. Customer who had been using beta units without any problems contacted Oracle stating that they were getting failures with final production units. Set up problem solving group with customer, 3rd party vendor and internal investigative team. Identified problem, developed software fix while work began on a permanent solution. Issue was resolved within three weeks, and the customer continued with $2.5M order. Turned failing department into major contributor to nine figure revenue stream. Oracle’s digital group had been unable to produce a product that did not require ongoing time and money to fix problems for more than 15 years. Drafted and implemented turnaround plan. Next project was completed on time with ASICs working perfectly right out of the gate. Saved $5M+ and nine months of development, helping to generate over $900M in revenue. Eliminated unnecessary costs through innovative thinking and design. Internal development of a microprocessor offered significant cost advantages over use of licensed technology. Using this internal design eliminated nine months of legal negotiations, a one-time fee of $500K and a royalty of $5 per device. Created integrated, multi-disciplinary process that supported consistently successful product launches. Development of new products involved a combination of electronics, software and mechanical components, combined with test, qualification, and manufacturing. Leading these cross-functional teams, allowed each department to provide feedback to other groups so that priorities and resources were properly assigned to different tasks. This made possible successful release of five products, resulting in over $1.5B in revenue. Moved previously inferior product performance past the competition. Oracle’s performance for small data blocks was consistently worse than the competition. By encouraging his team to be creative and think outside the box, cultivated the idea of developing our own microprocessor using open source technology. It was designed and implemented, and performance beat the competition by 10%. Constructed budget and schedule critical to a successful, 1st to market product launch. Planning for the next product release, required schedules, technology, and budgets (NRE, Capital, and Expensed) to be in place to start planning for development, vendor identification, test and manufacturing. Contacted vendors to secure quotes, Budget was 100% on target, and schedule was met with high degree of accuracy, and product was 1st to market. Instituted technology development process enabling new products to leapfrog competitor. Set up environment in which engineers worked on inventing new technologies in advance of immediate need. Reduced inherent uncertainty in scheduling invention simultaneously with product development by almost 100%. Having the technology ready produced 1st to market status for Oracle (and industry’s) first 1, 5 and 8TB data storage products. Slashed development costs through strategic partnering. Led development partnership with another company based on common specifications for ASICs useable by both companies. Development expense was split, with the added advantage of Oracle using the higher volumes to get better pricing. Reduced component cost by more than 50%, saving Oracle over $1M in development costs. The resulting products have produced over $1.5B in revenue. CAREER HISTORY

Director of Technology, Velodyne LiDAR, 2016.

Built team for ASIC (application-specific integrated circuit) development with this startup provider of autonomous navigation products for automotive and UAV industries.

Hired team of engineers, working with electronic, optical sensors, and mechanical systems. Senior Engineering Manager, Oracle, 2000 to 2016.

Promoted twice, starting as an advisory engineer, promoted to manager, then to senior manager.

Over $2B generated through success of all projects.

Managed $20M budget and up to 24 direct reports. Hired personnel and strengthened performance management. Maintained productive relations with seven vendors and production partners in Europe and Asia.

Directed all analog, magneto-resistive sensor interface, FPGA, ASIC, and most development including power, PCBA, algorithm development, software development, and full life cycle product support.

Worked with Marketing, Sales, Legal, and Operations on selecting vendors, completing contracts, SOWs, for initial development through end of life (EOL) planning. Participated in product feature and function definition.

Led system level teams, including hardware development, manufacturing, qualification, and test groups.

Conducted marketing research, managed regulatory issues, and planned engineering and developmental strategies and roadmaps.

Met with and presented to customers and executive staff budgets, schedules, strategies and roadmaps.

Implemented VOC (Voice Of the Customer) Pugh Charts, DFMEAs and DOEs.

Designed new processing channel. Designs included PLLs, filters, LNAs, ADCs, and more. Tools and methods used include Microsoft Project and Office, Synopsis, System Verilog, UVM, Cadence, Orcad, PSpice, Vivado, PSpice, MatLab, MathCad, and software written in Fortran and C. Advisory Engineer, Ecrix Corporation, 1998 to 2000.

Designed and directed product development for analog and digital electronics for this startup specializing in state-of-the-art data storage tape drives.

Worked closely with off-shore vendors for sensor and ASIC development. Designs used Altera FPGAs and CPLDs using Quartus as well as custom ASICs

Senior Engineering Manager / Advisory Engineer, Integral Peripherals, 1996 to 1998.

Promoted from advisory engineer to Manager, then Senior Manager

Responsibility included electrical, mechanical, software, materials management and manufacturing.

Simplified hardware architecture, saving six months and $400K in development. Achieved 25%+ cost reduction by cutting excess inventory and open work orders 50% in three months.

Designed hardware using PSpice/Orcad, Quartus and wrote software in C and Fortran.

Took over printed circuit board assembly (PCBA) producing 300% increase in production with half the staff.

Played key role in implementing ISO 9000. Controlled $5M budget and led team of 19. Manager / Senior Engineer, Maxtor, 1992 to 1996.

Designed electronics and software being promoted and managing electrical, mechanical, software, materials, manufacturing and documentation for component and final drive assembly test equipment.

Implemented ISO 9000. Led teams of up to 45 and controlled $15M budget. Senior Engineer / Project Lead, Cray Computer, 1990 to 1992.

Designed new 750KW DC-DC power system for Cray Supercomputer. Managed lab preparation, and worked with vendor to produce motor generator.

Director of Technology, Clear Logic, 1990 to 1992.

Designed and managed electronic and microprocessor design, touch screen input development and power management design.

Senior RF Design Engineer, Lockheed Martin, 1987 to 1990.

Served as Design Engineer for numerous communication projects. Designs included wideband trans- impedance amplifiers (TIA) for use with laser sensors, pulse compression techniques, antenna analysis, analog to digital converters (ADCs), motor control circuits. Wrote software in C, Fortran, to perform 3D FFTs, auto covariance, with assembly language subroutines for 3D graphing to support designs. Captain, US Air Force, ELINT (Electronic Intelligence) Analysis Officer, Commendations Medal. TS/SCI Clearance. Performed Antenna radiation pattern, inter and intrapulse analysis, Wrote software (C and Fortran) to analyze data. Author and editor of SAC Intelligence Quarterly report.

Contact this candidate