Sales Customer Service

Perry A. Denning

CEO/COO/Vice President – Organizational Leadership Consultant – Global Operations & GM

(M) 408-***-**** ************@**.*** LinkedIn.com/in/PerryDenning http://www.visualcv.com/perrydenning

Comprehensive executive global C-Level leadership and management of high-technology manufacturing businesses, WW supply chains, sales, marketing, engineering, R&D, finance, projects, processes and systems. Skilled ability to discern, formulate, create and execute strategic and tactical action plans establishing entire enterprise for start-ups and transformational revitalization in any business, operational specialty, manufacturing and customer relationship.

Capabilities and Skills

Consensus Management / Employee Empowerment

Team Leadership Mentoring & Coaching

Quick, sharp minded, intelligent and analytical

Adaptive, Lean, Six Sigma & Theory of Constraint Expertise creating Organizational Development & Revitalization

Creation of Environments of Collaboration & Accountability

Business Plan Development & Implementation

Total Quality & Total Cycle Time Coach

Expert proficiencies of Processes & Systems – Engineering / Manufacturing / Operations / Supply Chain / complex technology products & development requirements

Zero-based budgeting, financial controls & executive dashboard reporting

Development of effective performance metrics

Manufacturing Facility Design & Construction

Detailed Project Management, R&D

Change management

Demonstrated Executive Leadership Abilities & Expectations

Hiring, inspiring and leading A+ people, creating a common vision forged through teamwork, trust & employee empowerment that brings businesses to new levels of efficiency, productivity, profitability & operating excellence.

Innate ability to quickly assess and evaluate by effective management measurements the constraints in any process or system thus enabling revitalizing change in business, manufacturing, engineering and financial systems.

Orchestration the entire development and start-up of business and all elements of remote site major manufacturing facilities meeting restrictive government and agency safety and environmental requirements.

Demonstrated innovation and business development practices driving continuous improvement methodologies and controls focused on EBITDA performance and operational excellence to improve company value.

Highly effective, persuasive spokesperson to any audience creating trust and confidence in execution with command of details.

Leadership that inspires loyalty and trust building trust partnerships with employees, customers & suppliers. Outstanding at setting aggressive yet attainable goals, establishing the right performance measurements and building a shared vision among the entire supply, operational, supplier and customer team creating a passion for success.

Customer-Focused. Technically diverse and savvy leader focusing company-wide efforts on implementing “customer-centric” strategies driving a preferred market presence. The customer loyalty is evidenced by exceptional customer efforts to force restoration of my management Team at Semicoa, Inc. after a take-over.

“Best in Class” Practices. Highly adept at structuring, re-organizing and aligning organizations, instilling best practices, data driven management metrics, advanced IT & ERP/MES systems, quality, (Lean methodologies), total cycle-time (TCT), strategic planning, financial control and constraint modeling.

Perceptive and skilled at insightful organizational restructuring demonstrated by leading strategic consulting thrusts creating achievement of excellence in any function or program.

Career Leading Sustainable, Innovative Companies that Grow Shareholder Value

Key Work Experience

Private Executive Consultant

I chose to take a new path and have executed numerous projects consulting on a variety of topics for the last couple of years. At this time, I desire to return to a leadership role in a public or private company

CEO/COO and President of Semicoa Corporation

Replacing the CEO, I immediately acted to recover cash flow with historical product sales and shipments where I averted negative EBIT. We streamlined operations and eliminated 6 month delinquencies on the product deliveries to key customers. Clearing these enabled new backlog to be booked. We put a key strategic thrust to be 100% on time and delivered on it. We established ties to agencies and up the chain to universities on radiation hardness. We created strategic supplier agreements and established lean protocols to cut cycletime by 2/3rds. Reorganizing management improved performance and accountability. Gross Margin improved from 38% to 68% and revenue hit a 40 year high. This in an intense 10 1/2 month recovery. The private owner sold to a competitor. Microsemi. My customer petitioned the DoJ and DoD to force divestiture and restoration of my leadership. I worked with Private Equity and we restarted Semicoa bringing it back to profitability in 9 months rehiring 70% of the enthusiastic employees. Economic conditions required a reduction and rescaling of ambitious goals, but one of the OE Partners refused to take advice. I was given Chairmanship of the Board, but conflict required I exercise my contract and I left.

General Manager and Vice President of Semiconductor Division of CELERITEK, Inc.

As the GM of this new division I took school laboratory scale operations and die sales organization and transformed it into a state-of-art and high volume manufacturing factory and enterprise developing, qualifying and supplying first generation disruptive technology (InGaP RFIC HBT) devices for CDMA mobile phone market to major OEMs such as Motorola, Mitsubishi, Samsung, Sony-Ericsson and others. We increased sales and reduced costs to achieve $35M in revenue and 40% GM in 6 Years of operation. I establish off shore dedicated lines for assembly and test. I consulted on and helped develop and qualify Direct plated Copper packaging at a key supplier. I also transferred technology and qualified a pHEMT subcontractor for 50% of production reducing capital expenditure requirements. Celeritek was acquired in a hostile takeover as we had $110M in cash at the time. This tragic loss of a good company that could have, should have been avoided.

Vice President of Wafer Fabrication San Antonio. VLSI Technology, Inc.

As the project director for the creation of the state of the art semiconductor wafer fabrication facility of its' time, I sited, designed, constructed, staffed, certified and operated the benchmark VLSI Technology, Inc. 250,000 sqft San Antonio Class'1' paperless factory. This was executed on time and in budget in 13 months from groundbreaking. This included dozens of newly introduced advanced submicron processing equipment, creation of the uninterruptible information automation MES/ERP inventory-financial control systems. This integrated control system and factory capabilities virtually eliminated human error and facility services from the yield equation. This was presented and demonstrated by me to the shareholders and Wall Street Analysts at the VLSI Technology Inc. Annual Shareholders Meeting. Additionally, I was VP of Operations for Worldwide wafer subcontracting, facilities & expansions. In this role, I deferred for $100’s of millions in capital requirements and years in time to market in support of high volume business.

There are literally thousands of activities across many disciplines and technologies required to manage such endeavors. Leadership is foremost of these and that is what I bring to these and any project or position.

ADDITIONAL EXPERIENCE AND POSITIONS

Advisory Board Chair, CEO University – CEO Peer Group leadership enabling opportunities to discuss the all-encompassing responsibilities and issues facing a CEO-President with others shouldering the same responsibilities providing unique peer experience that enhances both business and personal growth as well as creating measureable improvements.

Managing Director, Perry Denning & Associates – Providing assessment and advice on technology, operational efficiencies, business development, customer and employee relations, and management practices. Projects include:

Century Epitech, ShenZhen, China Site & Staff assessment, Front Runner Private Equity: Acquisition Strategy for Confidential Client; Gerson Lehrman Group: O2-Micro and power semiconductor markets; Confidential Client: Defense Electronics requirements; Confidential Client: HiRel Rad Hard IC’s, Solar Power Company in Florida (2013) manufacturing strategies and CoGS enhancement; Military and High Reliability assembly and test manufacturer, Austin, Texas operational assessment and recommendations; Military Device Fabricator & Optical Device manufacturer (confidential) Capability Assessments and Lean Manufacturing assessment & consultation (2013 & 2015)

INSILICA, INC., Santa Clara, CA

Privately held, specialized SoC ASIC Fabless COT start-up

Vice President – Operations & Quality (2004 – 2005) Led creation of a world-class operation, quality and supply chain organization that supported a leading-edge technology capability in high mix low volume products. Worked alongside VP of Sales on business development and sales efforts in growth of sales revenues from zero to $20M annually.

Developed pipeline of 22 active customer engagements and closed major deals with Flextronics, Stream Processors, Adtram, Flextronics and Colorific by leveraging technical design talent and operations structure.

FYRESTORM, INC., San Jose, CA: Privately held mobile power management IC manufacturing company; $10M revenues

Vice President – Operations & Quality (2005 – 2007)

Establish volume commercial supply chain and quality organization. Due to poor DFM, I drove redesigned the power management chip product line into cost effective packaging for rapid growth of the hi-tech start-up.

Successfully built a customer service driven, customer facing, and volume manufacturing supply chain that supported revenue growth from zero to $10M in annual revenues.

As a consequence of the initial product being completely untestable to any economic standards, we built a test engineering/manufacturability design team that resolved product flaws and production challenges.

Envisioned and produced a new product cost reduced solution by collaborating with marketing, design and sales.

INTEGRATED CIRCUIT SYSTEMS (ICS), INC., Valley Forge, PA

Publicly-traded Fabless Clock Chip and Network IC Company; $100M in annual revenues

Vice President of Operations (1995 – 1997)

Drove cohesiveness and increased volume production by 300%. Established and consolidated long-term Fabless foundry agreements with significantly lower costs and higher yields at a superior technology.

VLSI Technology, Inc., now a division of NPX/Philips Semiconductors, San Jose, CA 1982 – 1995

Vice President of WW Fabless Supply Chain Operations, Safety, Security & Corporate Facilities (1990 – 1995)

Traveled extensively working on manufacturing projects, technology transfers and partnerships with Philips-Hamburg, Raytheon-Boston, Hitachi-Japan, and EMM-Switzerland. Expanded contract services operationally worldwide as key technical advisor/marketing in strategic programs.

Director of Operations, San Antonio Wafer Operations (1987 – 1989)

Created & constructed the revolutionary architectural design, executed site selection, complete staffing, startup and operation of sub-micron totally paperless facility utilizing innovative CIM for industry leading cycle-time and advanced process technology. Integrated Lean methodologies and produced products 13 months from groundbreaking.

Director of Operations, Strategic Programs, Wafer Fab Expansion & Subcontract Fab (1982 – 1986)

Selected to build a new advanced factory and to establish subcontracted wafer manufacturing strategy. Consulting manager for manufacturing excellence, initiated relationships and worked on the floor with the start-ups foundries of Taiwan based TSMC and Singapore based CSM factories, as well as factory start-up in Nuechatel Switzerland.

Texas Instruments (TI), Inc., Houston, Texas

Director of Operations, MOSII and MOSIII Production Facilities (1976 – 1982) Public Semiconductor Company with $2B+ in annual revenues

Education and Industry Expertise

MBA Coursework, University of Dallas, Dallas, TX ~ B.A. Chemistry, Austin College, Sherman, TX

“Product Customer Center, (PCC Management), Methods & Strategies”: Fundamental Business Structures of Texas Instruments, Inc.; “Front End Training Program:” Texas Instruments Comprehensive Process & Product Engineering Training College; “Constraint and Cost Modeling”, Texas Instruments Training College; “Total Cycle Time: Lean Manufacturing”, The Thomas Group; “Total Quality Management (TQM)” & “The 10 Prerequisites for Successful Measurement,” W. Edward Deming Institute.

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