Supply Chain Engineering

A. MARIO FRATTAROLI

*** ***** **** ******, *********** 06477

Tel.: 203-***-**** Cell: 203-***-**** ********@*****.***

OPERATIONS EXECUTIVE

Operations Executive with extensive experience leading corporate operations at domestic and global levels. Consistent record of increasing performance levels while reducing costs. Highly adept at establishing and directing profitable, customer-focused organizations, leading successful business initiatives, and turning around under-performing operations. Special expertise in strategic planning, Lean operations, QRM, global supply chain management, and more. Strong background in high-tech and consumer goods sectors. Excellent problem solving, quality, communications, and leadership skills.

PROFESSIONAL EXPERIENCE

Resa Power Solutions, Shelton Connecticut Feb 2014- Present

Vice President of Operations

Responsible for the operations of three sites serving the electrical power ditribution sector as a manufacturer and field installation services. Directs manufacturing, supply chain, operations engineering and product engineering. P&L responsibility.

Accomplishments:

Restructured the operation s team into value streams, improving accountability, execution, ownership and speed

Increased Gross Margins by 3 percentage points, through effective labor utilization focusing on cross training aided by standard work practices.

Achieved a 50 % reduction in cost for a product line through outsourcing and value engineering.

Spearheaded 6 S program and Lean transformation within the first year

Implemented stage gate process from quote to supply to ensure cost targets are met and proper project and deliverables management. In the past year, our project targets are at 90% achievement

Developed and Spearheaded a certification program for all direct labor and engineering personnel, focusing on Safety, Quality, Lean and Work Standards.

JDSU, Bloomfield, Connecticut Mar 2011- Jan 2014

Director of Operations

Manage a site of 200 employees for the Optical Wafer Fabrication and the manufacturing of optical modulator devices, serving the global telecom equipment market. Responsible for the P&L of the operating site . Directs manufacturing, supply chain, operations engineering, product engineering and strategic planning. Manage manufacturing domestically and an overseas CM.

Accomplishments:

Reorganized the operations group into product and process teams, thus increasing effectiveness, speed of decisions, proactivity, accountability and plan execution.

Led, through the practice of lean fundamentals, improvements in execution. Achieved delivery to promised date of 97% and 87% to customer requested date respectively

Reduced the lead-times in assembly and test and the optical wafer foundry by 50% and 30% respectively. Achieved record breaking output in both A&T and the foundry, an unprecedented 50% increase quarter over quarter.

Led cross-functional teams to address two major initiatives, the reduction in COGS for a high volume product and the increase of test and production yields at the foundry and A&T. In the past twelve months the teams achieved a 12% cost reduction in COGS and a yield improvement of 20 percentage points at the foundry and A&T combined.

Planned and justified a $2MM capital expansion and modernization of the wafer foundry operation

MARIO FRATTAROLI Page 2 ********@*****.***

FAST, Inc. Stratford, Connecticut Feb 2009-Mar 2011

Vice President of Operations

Manage global operations for the design and manufacturing of multiprocessing controls for the industrial appliance market servicing the OEM and retail sectors. Sites in the USA, Europe and Asia.

Directed manufacturing, supply chain, quality assurance, customer care/account management, technical support/ service and sustaining product engineering.

Accomplishments:

Developed one client in the Chinese industrial appliance sector as a strategic partner in the region. Our controls were given the “preferred” status for 90% of the future demand

Achieved 5% cost reduction in direct materials through supplier rationalization and yearly agreements with sources in China, Japan and Taiwan

Instituted and Champion the Lean-Six Sigma initiative.

oIncrease inventory turns from 4 to 10

oImproved delivery performance from 85% to an average of 98%.

oThrough Cell design and cross training, increased productivity to an average of 85% in twelve months from 70%

Established Quality Assurance Program, supplier audits/ratings and product field performance statistical analysis

MEDIA LINKS, Inc. Milford, Connecticut 2005-Feb 2009

President of Operations

Recruited to establish US operations for leading global media delivery equipment manufacturer based in Japan. Responsible for all functional areas of the US subsidiary, including finance, operations, supply chain, product management, responsible for operating sites In Japan and USA.

Accomplishments:

Grew revenues from $1.5M in 2005 to projected $10M for 2008.

Planned and completed start-up in only 8 months. Recruited all managerial and first-line personnel, implemented procedures and processes, initiated business operations.

Increased gross margins 18% by shifting supply chain management process in Japan from domestic to global sourcing strategy, and by migrating certain manufacturing operations to US.

C-COR CORPORATION, Wallingford, Connecticut 2000-2005

Vice President, Global Operations

Managed global operations for $250MM manufacturer of Rf and digital access and transport telecom equipment. Directed operating sites in US, Austria, Mexico, Argentina, and France, as well as full-service offices worldwide. Supervised 8 direct managerial and executive-level personnel, and 1,200 indirect personnel. Directed manufacturing, end-to-end supply chain, customer relations, Operations Eng.

Accomplishments:

Grew gross margins 10% by introducing Value Engineering program to reduce direct costs on product lines with margins lower than 35%.

Saved >$2M per year by outsourcing repair services for North American market.

Improved operating income 8% through streamlining of manufacturing and outsourcing of non-core operations.

Reduced procurement costs 7% per year by creating strategic supplier management program.

Decreased inventory 42% ($38M), and improved on-time delivery to 98%, by implementing strategic supply chain initiatives, Lean processes, and centralized Demand Management.

Planned and led the Lean Transformation process across all manufacturing operations.

MARIO FRATTAROLI Page 3 ********@*****.***

ADC TELECOMMUNICATIONS, Eden Prairie, Minnesota 1995-2000 (Acquired by C-COR in 2000)

Vice President of Operations (1998-2000)

Director of Manufacturing (1997-1998)

Manager of Manufacturing (1996-1997); Manager of Manufacturing Engineering (1995-1996)

Promoted rapidly through several increasingly responsible positions with global, billion-dollar company. Managed 4 operational sites with revenues averaging $170M, for Broadband Access and Transport Group. Recruited to restructure operations and align manufacturing functions to create a flexible, more responsive organization.

Accomplishments:

Grew revenue output from $90M to $168M by launching comprehensive outsourcing program based on local design and global manufacturing.

Reduced repair turnaround times to 2 weeks for 90% of repairs and less than 30 days for 100% of repairs by implementing global repair facilities and standardized service model.

Slashed WIP 60% and cut average lead-time from 21 days to 2 days by implementing Lean-manufacturing practices to reduce WIP inventory.

Produced $12M in revenues over 3 years by leading design and startup of new plant in Argentina. Managed complete project, including governmental negotiations.

Managed negotiation of $60MM in annual direct material purchases. Improved efficiency by implementing Demand Management, including Master Planning, Materials and Production Control, and Inventory Management.

CAREER NOTES: Previously held positions of Manager of Manufacturing & Industrial Engineering at SENSOR ENGINEERING (1993-1995), Manufacturing Engineering Lead at EATON CORPORATION (1990-1993), and Manufacturing Engineer at EATON CORP. (1984-1990).

EDUCATION

MBA with concentration in International Operations

Sacred Heart University, Fairfield, Connecticut

Bachelor of Science in Mechanical Engineering

BEI School of Engineering, Fairfield University, Fairfield, Connecticut

LANGUAGES

Spanish and Italian both vernacular and technical

PROFESSIONAL DEVELOPMENT

Certified in Lean/Six Sigma, University of Villanova

Program on Negotiations, Harvard Law School.

Program in International Operations Management (Global Supply Chain Management)

Zenger-Miller Front Line Leadership Series, Self-Directed Work Teams

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