John Fury… LEVERAGING GLOBAL MANUFACTURING & OPERATIONS EXPERTISE TO BUILD BUSINESSES & TURN VISION & STRATEGY INTO BOTTOM LINE PROFITABILITY

**** ********** ***, ******, *******, 36303 Cell: 408-***-**** ad1nqv@r.postjobfree.com

High impact Global Operations and Manufacturing Leader with exhaustive expertise in Purchasing, Engineering, HR, Facilities Management, QA, Finance, Maintenance, Project Management, Production, and Production Control/Planning. Comfortable in communicating with all corporate levels, from the Board room to CEOs to the janitorial staff. Generated tens of millions of dollars in revenues/cost savings with a consistent record of significantly improving measurable business results for organizations ranging from 25 to 2,000 employees in Assembly, Test, Engineering, Quality, Production/ Material Control, Maintenance, Facilities, HR and Finance Groups. Valued for operational excellence in quickly targeting issues, mapping solutions and leading organizations to bottom line growth. Respected for streamlining operations, implementing continuous improvement strategies and creating world class top performing teams and leaders.

Delivering Increased Market Share & Revenue Growth

Turned around a chaotic warehouse group loss for a small US and international flexible solar panel equipment designer and manufacturer for commercial and residential use — reorganized and led a group of three differently located Santa Clara, CA, warehouses that lost control for $60MM in inventory into two. Restructured the logistics, warehouse management and supervisory personnel, maximized space, implemented controls for warehouse inventory in- and out-flow, as well as bar coding systems and Oracle cycle count processes – recouped an additional 65% of usable warehouse space, called a re-audit and went from 95% to 99.9% accuracy, a world class metric, and eliminated errors and holds placed by customs, avoiding costly delays.

Improved outsourcing cost, quality and cycle time metrics for Cypress designers, not manufacturers, of independent product lines, with 18 different Contract Manufacturers [CMs] around the world to support the product lines’ manufacturing needs — worked with each subcontractor to promote relationships, establish common goals and objectives, move product mix and volume, conducted quarterly business reviews with each subcontractor – improved quality within a year by reducing returned products for a $2.1MM savings, cut finished parts cycle time 70%, from seven to two days, secured an 18% cost improvement for an annual $11MM savings through negotiation and economy of scale, reduced the number of CMs from 18 to 4, and significantly increased end customer satisfaction.

Improved performance of a $1B Flagship Wafer Foundry’s wafer sort department responsible for 80% of the revenue in terms of quality, productivity, and cost — prepared the group for increased demand on test capacity in support of ramping up the wafer fab operation, reduced Defects/Million [DPM] level from 7,000 to 250, improved productivity from 50% to 85% using TPM and OEE systems, and reduced cost/wafer by 50% for a savings of $18MM/year through quality and productivity improvements.

Strengths For Optimal Performance

• P&L Management

• Cost Control/Expense Management

• Global Operations

• Supply Chain Strategy

• Strategic & Tactical Policy Development

• Start-ups & Turnarounds

• Performance Metrics

• Customer & Supplier Relationships

• Leadership Development

• Cost Negotiation/Reduction

• Cross Functional Team Leadership

• TQM, ISO/TSI, TPM

• Continuous Improvement

• Productivity/Yield Analysis/Enhancement

• Lean Manufacturing

• Subcontractor Management

• Quality/Delivery Improvement

• Multi-Site Management

John Fury Page 2

Building Companies with Experience, Passion & Drive

Semiconductor Outsource Management Co. LLC, (SOMC) Wakeman, OH 2019 – Present

Provider of outsourcing management services for semiconductor subcontractors for OEM & IDM companies.

FOUNDER

Establish strategic direction and set goals for end-to-end operations, including growth management, cost, quality, scalability, and customer satisfaction. Consult on tactical/strategic operational strategies and provide a broad range of sourcing, pricing, quality, cycle time, yield improvements and manufacturing expertise to companies subcontracting manufacturing. Ensure New Product Initiative launches are shipped from suppliers on time and at cost targets.

Develop, lead and grow a world-class customer-centric organization, optimize costs, and drive a Lean manufacturing culture. Partner with finance, marketing and engineering to successfully execute strategic direction. Work closely with development and manufacturing, drive a culture of DF(x) throughout all stages of product development and manufacturing processes. Manage third-party logistics vendors. Lead contingency planning, as necessary.

Max I.E G. (International Engineering Group) Old Tappan, NJ 2018-2019

The MAX group is the leading consulting firm in Operational Improvements in the Semiconductor, Solar Panel, LED, Aerospace and Biotechnology companies.

PROJECT MANAGER - Provide Operational Evaluations, Benchmarking, Resource Modeling, Productivity Improvements, SuperKit ™ principles, TPM, Cycle Time Reduction and Supply Chain Management guidance to companies interested in improving their manufacturing operational performance. Evaluations of company’s current manufacturing practices generally yield 5%-20% improvements in Output, Cycle Time, Yields and/or Cost.

Semiconductor Outsource Management Co. LLC, (SOMC) Wakeman, OH 2007 – 2018

Provider of outsourcing management services for semiconductor subcontractors for OEM & IDM companies.

FOUNDER

Establish strategic direction and set goals for end-to-end operations, including growth management, cost, quality, scalability, and customer satisfaction. Consult on tactical/strategic operational strategies and provide a broad range of sourcing, pricing, quality, cycle time, yield improvements and manufacturing expertise to companies subcontracting manufacturing. Ensure New Product Initiative launches are shipped from suppliers on time and at cost targets.

Develop, lead and grow a world-class customer-centric organization, optimize costs, and drive a Lean manufacturing culture. Partner with finance, marketing and engineering to successfully execute strategic direction. Work closely with development and manufacturing, drive a culture of DF(x) throughout all stages of product development and manufacturing processes. Manage third-party logistics vendors. Lead contingency planning, as necessary.

Developed a plan to consolidate the outsourcing efforts of a company not getting products delivered through their Malaysian Contract Manufacturer [CM], which shut down the customer supply line; used contacts in the semiconductor industry to quickly connected with CM factory management, examined the entire supply line for prospects of consolidating all their products from foundry to finish -- quickly resolved miscommunication issues on both sides, resumed deliveries with no loss of revenue, and provided for a 25% cost reduction in a redefined supplied line optimization plan.

Client had an idea for an electronic product which needed to be designed, manufactured, packaged and shipped, needed cost-down and had to be timed to market constraints:

Defined a product plan from design to ship out;

Contacted several design houses, retail package manufacturers, and assembly/test houses and negotiated cost and design issues to complete scope of work and cost model for the product; and

Completed the scope - reduced unit cost 15%, redefined outsource plans, product would be feasible with a 20% reduction in product expenses in defining alternative sourcing options, and deliverable on time to meet market.

John Fury Page 3

Cypress Semiconductor, Inc., San Jose, CA 1988 – 2007

US semiconductor design and manufacturing company with 6,279 employees and $1.627B in 2015 revenue.

VICE PRESIDENT, SUBCONTRACT MANUFACTURING OPERATIONS, Taiwan/Thailand, 2005 - 2007

Held full P&L for $60MM annually. Managed more than a dozen Asian subcontractors for Assembly/Test/Finished Products. Led Product Planning, Process & Product Engineers, Quality and Managers group to drive yield and continuous improvement projects, cost negotiations, and cycle time/delivery improvement initiatives across all sites. Maintained and improved manufacturing processes, cycle time reductions and yield improvements, with operations and engineering support. Defined a global supply execution plan to ensure competitiveness against global market pricing and practices benchmarks. Led components and manufacturing services strategies, including pricing and contracts with key suppliers for the lowest total cost of ownership.

Worked closely with engineering teams to transfer and ramp product into volume manufacturing.

Developed models used to produce cost optimization plans, best subcontractor strategies and provide visibility for future partners and cost down opportunities; models enabled significant savings across product divisions for a wide range of subcontracted packages.

Fostered highly effective supplier relationships and partnerships and drove significant supplier performance and cooperation improvements; produced highly flexible and capable sources.

DIRECTOR OF FOUNDRY-TEST OPERATIONS, Bloomington, MN, 2002 - 2005

DIRECTOR MANUFACTURING DEVELOPMENT, Hong Kong, China, 2001 – 2002

MANAGING DIRECTOR, Cavite, Philippines, 2000 - 2001

DIRECTOR OF FACTORY ASSEMBLY & TEST OPERATIONS, Indonesia and Thailand 1992 - 2000

SUPERVISOR, GENERAL FOREMAN, MANAGER, San Jose, CA, 1988 – 1992

Developed the business plan and scope to establish the first Cypress Chinese manufacturing entity in Shanghai.

Turned the Philippine factory around; from a $1MM loss to a $1MM profit in first year’s tenure.

Cut product cycle time 50%, from 15 to 7 days, and reduced test defects from 7,000 to 250 defects/MM in six months.

Positions of progressive accountability and achievement, ranging from PRODUCTION MANAGER, Coherent Inc., Bloomfield, CT, to PRODUCTION MANAGER, Elma Engineering, PRODUCTION MANAGER, Perkin Elmer, Shelton, CT, VP OPERATIONS, S&K Electronics, Ronan, MT, and OWNER, North Coast Building, Vermilion, OH, 1977 – 1988

United States Marine Corps, Parris Island, SC / Camp Lejeune, Jacksonville, NC / Guantanamo Bay, Cuba / Okinawa, Japan / Quantico, VA/ Millington, TN/El Toro, CA 1969 – 1977

SSGT. / GROUP LEADER, AVIONICS

Education

Business Management, University of Phoenix

US Navy Electronics & Electricity School for Aircraft Radar Systems

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