Supply Chain Quality

Rob Gayson

Mono, Ontario

Cell: 416-***-**** ¬ Home: 519-***-****

Email: *********@*****.*** Linkedin: www.linkedin/in/robgayson

“Thoughtful and deliberate, initiates decisive action through collaboration to drive and sustain measureable business improvements and optimization.”

OPERATIONS, SUPPLY CHAIN & QUALITY EXECUTIVE

Resolute, creates a stimulated, performance-driven and engaging environment where collaboration and synergy are paramount. Transparent and empowering leader, builds trust, encourages opinions, career and personal development. Open and frank communicator, injects humour, consistently strives to surpass goals through process improvement and business transformation.

AREAS OF EXPERTISE:

Profitability Improvement

Operations/Supply Chain

Manufacturing

Process Optimization

Logistics and Distribution

Product Design & NPI/DFx

Planning / Budgets / P & L

Quality Systems & Processes

Mergers & Acquisitions

BUSINESS EXPERIENCE

CTDI – COMMUNICATIONS TEST & DESIGN INCORPORATED 2015 Q1 – Present

CTDI is a tier two telecommunications company who specializes in the design/manufacture of CPE and supporting hardware test solutions, warehousing/distribution and reverse logistics services. Annual revenues of $1.3 B with roughly 10,000 employees worldwide.

GENERAL MANAGER – Operations

Reporting to both the President/COO and head of Canadian Operations. Responsible for optimization of process and business operations including customer liaison with telecommunications OEM’s.

Responsible for the full P&L as it relates to specific OEM accounts in Canada

Optimization of warehousing and distribution processes in our western Canada operations.

Implementation of LEAN disciplines throughout the Canadian operations including warehousing/distribution, reverse logistics, network manages spares, and customer premise equipment operations.

Optimized organizational structure in order to streamline costs and heighten the leadership acumen in one of our largest W&D operations.

Implemented formal Quality reporting and analytics to improve process and system level performance

MANAGEMENT & OPERATIONS CONSULTING 2014 – 2015 Q1

Providing product, process, and infrastructure based guidance to companies seeking to improve operational performance and profitability.

Operations – supply chain, manufacturing, deployment/logistics

Quality – systems and processes including cost-of-quality optimization

Service – ‘break/fix’ optimization through LEAN and standardized processes

Product – design optimization through NPI and DFx

Profitability – infrastructure analysis across all relevant processes, departments & regions

MOTOROLA SOLUTIONS PSION INC. 2006 – 2014

Motorola acquired Psion Inc. in 2012. Motorola, a global designer, manufacturer and implementer of enterprise level automated information and data capture systems. Annual revenues of $3.5B USD.

GENERAL MANAGER (Motorola) / SVP – GLOBAL OPERATIONS (Psion Inc.) (2012-2014)

Reported to the SVP of the Enterprise Division. Responsibilities included full P & L ownership for the business unit representing roughly $350M in annual revenue, 10 direct reports and roughly 1000 employees.

Partnered with departmental leaders to facilitate the global integration and restructuring efforts of Motorola and Psion, creating transition teams to identify best practices, redundancies, and associated timelines for integration completion. Consistently maintained bottom-line success during transition.

Supported senior executive team in decision making by providing P&L management level reporting including monthly, quarterly and semi-annual financial forecasts.

Implemented a monthly operational forum whereby all senior stakeholders briefed the business on their respective areas of responsibility resulting in improved cash flow through aggressive DSO and supplier payment alignment, continued to drive down warranty rates through product improvements, maintained inventory turns at roughly 10 despite changes in product offering, and came in under budget for the integration activity. The net result generating an additional +$5M in operating earnings.

Collaborated with the Sales Leadership to develop a multi-axis plan to tackle various macroeconomic and competitive challenges. Proceeds from this plan helped to stabilize sales in the EMEA region and grow sales in Latin America (fulfilling sales budget and customer retention).

Heightened marketing communications and product life cycle support, trained new partners and instituted creative product trade-in, trade-up programs, minimizing stress to business performance.

Selected as the corporate ambassador between the new owners and existing staff to minimize skepticism and doubt, encouraging interaction and open communication as the acquisition unfolded.

SENIOR VICE PRESIDENT – Global Operations, Quality & Service (Psion Inc.) (2010 – 2012)

Reported to the CEO. Responsibilities included global ownership of all operations, supply chain, quality, and service operations. Promoted to this position to lead all operational entities (including service) and to drive special projects embracing regional and portfolio expansion, and business optimization.

Analyzed global opportunities (i.e. Brazil, China and India), uncovering the need to penetrate emerging geographies to combat challenges in the primary EMEA region.

Appointed to lead a subsection of the Executive Team to create a framework for change based on financial modelling, devising a series of cost-based scenarios into regional account infrastructure, sales trending and hurdle rates for earning expectations. Presented to the CEO and CFO a ‘shared service centre approach’ and constructed a long term ‘phase-B’ plan to drive a significant business restructure, contributing to salvaging operating earnings.

Drove a KPI program yielding improvements in all primary financial and customer based measures. Inventory turns improved from an average of 3 to 10 (+$25M decrease in assets), on-time delivery reached a stable and predictable level of +95% (from 80%), supplier delivery improved from 80% to +95% with quality also improving from 85% to 98%.

Implemented LEAN process tools into the Service function yielding significant improvement in running costs and service level. Year one operational savings reached 20% ($1.2M cost reduction). Turn-around-time accuracy increased from 75% to +90%

VICE PRESIDENT – Operations & Quality (Psion Inc.) (2009 – 2010)

Reported to the CEO of the business. Responsible for global ownership of all operations, supply chain, and quality activities. Promoted to this role to consolidate global operations, reduce running costs and also integrate technical teams with engineering to improve product design.

Designed and deployed a cost-based quality system to facilitate short and long term measurements to drive down defect rates and non-productive activities thus maximizing sales opportunities with existing and new customers. Performance measured at year 3 showed a cost reduction >$7M.

Designed and implemented an operational business improvement program aimed at increasing efficiency and effectiveness of the ‘end-to-end’ supply chain and supporting disciplines. Reduced lead time, direct material spend, cycle time and inventory while increasing on-time delivery and customer satisfaction.

Implemented a collaborative system to vet and validate the manufacturability with predictable / acceptable quality and reliability outcomes for product design:

Executed a Design for Excellence (DFx) program with checks and balances for all phases of design, utilizing Professional Engineers with knowledge of manufacturing, test and product support, enforcing a formal policy and procedure to maximize adoption of design recommendations.

Generated the lowest warranty and field return rate after launch of the first DFx engaged product with a >90% adoption rate, contributing to reduced costs of non-compliance. Warranty measure of roughly 1% versus 3% - 5% for non DFx designed products.

DIRECTOR – Integrated Supply Chain (Psion Inc.) (2006 – 2009)

Reported to the COO and subsequently the SVP of Operations. Recruited to fact-find, implement and lead performance improvement across the global supply chain process.

Uncovered a fractured, dispersed and dysfunctional supply chain management structure. Evaluated department operations and developed a phased approach. Hired, restructured and reset talent across the supply chain team, reinvigorated staff engagement thus creating a performance-driven environment. Utilized and adopted Best-In-Class disciplines to advance performance improvement and increase stability in the key supply chain planning process.

Authored and implemented, with assistance from a supply chain SME, a Sales and Operations Planning (S&OP) process customized to Psion. Boosted forecast accuracy from +/-15% to >80%, decreasing inventory by >50% and drove on-time delivery from 80% to 95% for forecasted products.

Implemented LEAN assembly and material handling techniques to further optimise performance and reduce cost of ownership. Direct labour cost reduction (including repurposing) of $1M annually. Facilitated a 20,000 sq ft reduction in leased space due to optimised cellular floor layouts.

L3 COMMUNICATIONS Northrup Grumman Litton Systems 1982 – 2006

L3 Communications acquired Northrup Grumman formerly Litton Systems. Designer, manufacturer and integrator of complex airborne and ground based electronic systems used in the aerospace and defense markets. Annual revenues of $13 B with roughly 30,000 employees.

EXECUTIVE DIRECTOR & INTERIM VICE PRESIDENT – Canadian Operations (2003-2006)

Reported to the President of Canadian operations (Electronic Systems and Services). Responsible for all operations including quality assurance in both our Toronto and Halifax facilities.

Developed and implemented a world-class manufacturing operation required to capture the high profile, high value CF18 fighter aircraft mid-life update contract.

Instrumental in building and launching a business improvement program to shift quality responsibility into product fabrication, driving radical change in the need to remain cost competitive while retaining high quality and reliability in accordance with contractual requirements. Reduced infrastructure costs by >60% over 2 years without fail to a full regulatory compliance audit with notes made on heightened efficiency over conventional quality management systems.

On assignment from corporate headquarters was placed to lead a facility optimization project to better align the needs of the business with planned and projected business/product requirements. Through analysis of alternate layouts and processes was able to identify roughly 100,000 sq ft of available real estate for sale.

DIRECTOR–Materials, Quality Assurance & Industrial Engineering (2001-2003)

(Northrup Grumman)

Reported to the President of Canadian operations. Responsible for all supply chain operations including quality assurance and product cost estimating.

DIRECTOR – Materials and Quality Assurance (1982 – 2001)

(Litton Systems)

Reported to the VP of Canadian Operations. Responsible for all supply chain operations including quality assurance. Rapidly promoted through various technical and leadership appointments acquiring accountability for all product, process and system level elements for the Toronto and Halifax operations.

education and professional development

Executive Financial Management, Queen’s University 2002

Executive Management Program, Harvard Business School 2000

Quality Engineering, Sheridan Institute of Technology and Advanced Learning 1999

Reliability Engineering, Sheridan Institute of Technology and Advanced Learning 1994

Electronics Engineering Technologist, DeVry Institute of Technology 1983

Value Based Management, Deloitte & Touche 2005

Continuous Performance Improvement, Organizational Dynamics Inc. 2005

Airworthiness Maintenance/Manufacturing Certification, Transport Canada 2005

Human Factors Training, Transport Canada 2004

Material and Manufacturing Planning Systems, Sheridan Institute of Technology 2003

Quality Systems Management, American Society for Quality 2000

affiliations

Member, American Society for Quality (ASQ) 1990 – present

Member, Material Management Institute 1992 – present

Member, American Productivity and Quality Center (APQC) 1995 – present

Certified Person Responsible for Maintenance (PRM), Transport Canada 2004 – present

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