Melissa McGinty

480-***-**** ad1mdl@r.postjobfree.com www.linkedin.com/in/melmcginty Scottsdale, AZ

Chief Operating Officer

EXPERIENCED, RESULTS-PRODUCING OPERATIONS LEADER known for catalyzing global teams to attain top performance. Strategic, consultative executive proficient at pinpointing and resolving issues to achieve targets. Ethical, committed performer expert at tackling issues head-on to advance progress. Empathetic, diligent, and inspiring. Areas of expertise:

Collaborating with business leaders to develop and operationalize strategic plans.

Applying expertise in technical program management, management consulting, business operations, and strategic planning.

Overseeing operations ensuring alignment with organizational goals; tracking metrics and OKRs to ensure accountability

Analyzing and improving operational processes, policies, and procedures to increase productivity and profitability.

Managing budgets and financial performance to meet or exceed targets, ensuring financial stewardship

Ensuring compliance with legal and regulatory requirements to safeguard the organization

Distilling and synthesizing strategic discussions into discernible, executable plans to drive vision and strategy

Researching expansion ideas and crystallizing concepts into a Point of View (POV) with recommendations for growth

Drafting multi-channel materials including executive presentations, All Hands, newsletters, and digital / video communications to advance culture and communication across distributed teams

Influencing a range of stakeholders while maintaining an objective mindset, leadership maturity, and an executive presence.

Ensuring ethical and transparent people management and development for diversity and continuous learning

"Mel brings an even sense of tenacity that is balanced with practicality. People respond to her

and when she sees a gap, she fills it." – Intel management feedback

Professional Experience

Chief of Staff – Director of Operations & Program Management Intel 2018 – Present

Direct leadership staff of a 300-person organization spanning nine countries. Distill vision and requirements from the VP into operational plans and align the organization for successful execution. Manage Software Program Managers in the delivery of AI software products. Serve as primary liaison with Finance, HR, Operations, and other corporate services to attain the team’s directives. Ensure adherence to Intel governance of security and privacy requirements for software, assessing and mitigating risks. Develop proposals and assessments for potential investments.

Quarter over Quarter since 2020, met $55 million budget within 3%. Makes burden vs. goods/services/discretionary and quarterly spending decisions to ensure attainment of targets, modeling future spending for at least 18 months to ensure that commitments align with resources.

oPinpoint goals, issues, and opportunities for each leader’s organization, devoting extra attention to Product Management and Architecture based on upcoming years’ priorities. Partner with Finance on revenue growth and spending expectations.

oLead the organization through the difficult task of reducing budgets during the 2023 downturn. Drove organization to use the workforce reduction support opportunity to make additional cuts to fund new skillsets needed in 2023/2024.

Headed operations and program management to deliver an open-source AI deployment/inference tool generating over $1B in silicon sales and over $2B in silicon design wins since 2020.

Facilitated relocation of ~100 of 200 Russian employees following suspension of operations due to war in Ukraine. Conducted operational assessment and modeling to determine cost and impact on productivity and product viability. Secured space, rebuilt labs, established HR and site services support, and assessed legal/trade impacts of Russian nationals in each country.

Championed the institution of regular, well-attended All Hands meetings to mitigate decreased team interactions in response to operating in multiple countries and the COVID-19 pandemic. 60% attend live each week, with recordings available for others.

Introduced an increased focus on the importance of execution cadence and predictability within the Business Unit (BU) while highlighting flexibility and understanding of the people dynamics inherent in high-pressure product development. Ensure support of new platforms in time for launch and the ability to predict schedule pressures in time to mitigate. Continued…

Melissa McGinty 480-***-**** ad1mdl@r.postjobfree.com Resume Page 2 of 2

Professional Experience

Sr. Program Manager, IOTG Intel 2015 – 2018

Ensured programs were scrutinized for ROI and quickly escalated concerns for investments needing re-evaluation. Balanced process and cadence to allow urgent execution of deliverables without exposing the organization to legal, regulatory, or quality issues. Coached and mentored other Program Managers at the Director's request to increase team effectiveness.

Delivered plug-and-play Internet of Things (IoT) hardware (Moon Island) solution in 4 months after the BU failed to deliver the solution over 18 months.

oShifted culture so that roadblocks encountered were immediately escalated for resolution and kept senior Internet of Things Group (IOTG) management informed of progress.

Example: Achieved on-time delivery of critical 3rd-party deliverable by traveling with two engineers on 12 hrs. notice to Oregon to meet with vendor’s developers, and within 48 hours identified and resolved the root-cause issue.

oTook on a second task force when the team delivering the IoT Marketplace fell behind. Managed internal and external execution teams to ensure a successful launch in time for Moon Island 3.1 release.

Merged an IOTG-specific silicon program with a Client Computing silicon program, delivering an execution-ready plan in

60% standard timelines.

oImplemented Core Team model (Leads from Program Management, Engineering, and Go-to-Market) for the Program Execution Team (PXT) to streamline communication and execution.

oIn less than four weeks, attained BU commitments to commit sales volume to meet affordability of this previously unknown product by creating and leading a dedicated business development task force.

Program Manager, AZ Fabs P1270/P1272/P1274 Intel 2011 – 2015

Ensured that assigned technologies met output commitments. Integrated programs and priorities among multiple operating factories, technologies, and support organizations.

Led a team of 30 senior managers in the merger of P1270 and P1272 organizations involving over 2000 employees.

oDeveloped organizational structure that streamlined site development decision-making while maintaining agile and responsive manufacturing systems. Incorporated process feedback mechanisms and communication of rationale.

Recovered two months of potential production loss resulting from construction, installation, and quality issues as the key leader on the Tool Install task force. Rebuilt Functional Area Industrial Engineering function on the Arizona site and developed the capability to forecast actual factory output and make recommendations on future commitments.

oIdentified the need for a forum to make site-wide decisions and chartered the Site Integration Meeting, providing focus to the site despite multiple senior managers guiding different aspects of the business.

Optimized capital equipment reallocation despite the absence of leadership to make decisions. Identified factory managers reducing wafer starts but not releasing all resulting available equipment. Determined that overriding the managers’ goals would better serve the company, and executed plan.

Became known as SME for finding solutions by escalating issues through Site Management and partner organizations (TME, CS, Materials) and seeing them through to resolution.

Increased factory output above equipped capacity by heading P1270 Output Max task force and identifying opportunities to share equipment from P1272. Partnered with Process Engineering, Manufacturing, Automation, and Integration to expedite the process with no risk to yield or to P1272.

Brought CS Construction schedule and budget back in line by partnering to close out the construction of the FSB.

oIdentified gaps causing construction to slip by over two quarters, escalated needs to CSC management, and installed qualified personnel to close the project.

Earlier work history is available on request.

Education & Technologies

BS Industrial Engineering, Arizona State University, Magna cum Laude

Microsoft Office Suite (Word, Powerpoint, Excel, Project, OneNote), MS Teams, Workday, multiple proprietary packages

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