S AM S. GURON D I R E C T O R OF ENGINEERING

Improves company growth and profitability through cost management, continuous improvement, and team development OPERATIONAL EXCELLENCE BUSINESS STRATEGY CUSTOMER RELATIONSHIP SIX SIGMA

+1-309-***-**** adgctx@r.postjobfree.com Greenville, Wisconsin linkedin.com/in/samguron

Securing Cost Savings: Achieved 12% cost reduction at Volvo CE through standard work, customer relationship management, competitive benchmarking, global suppliers sourcing strategy, supplier negotiations, and continuous improvement

Operations and Workflow Optimization: Developed culture for continuous improvement and simplification at Oshkosh Defense. Executed multiple efficiency improvement programs, which lowered vehicle development time by 20%

Excellent Inter-Personal and Leadership Skills: Increased Employee Engagement scores from 64% to 86% within a year at Volvo CE by developing and implementing employee training and mentorship programs Global Engineering Leadership

NPD/NPI/Stage-Gate Execution

Program Management

Cross-Functional Collaboration

Financial Reporting/P&L

Operational Excellence/CI

Customer Relationship Management Global Suppliers Sourcing Strategy Regulatory Compliance P R O F E S S I O N A L E X P E R I E N C E

Head of Engineering Wabash National Corp. (Fond du Lac, WI) 2019 – 2020 New Product Development (NPD)

Managed multi-location (USA & Mexico) engineering organization responsible for NPD programs

Evaluated employees’ skills and restructured the entire engineering organization to have right people in the right roles

Developed roles and responsibilities for each and every position in the engineering organization

Collaborated with customers to collect Voice of Customer (VOC) and developed Customer Requirements Document

Collaborated with cross-functional organizations to ensure interacting processes are in sync and developed RACI charts

Led technical design reviews and drove Standard Work amongst teams located in various US and Mexico locations

Founded the Engineering Center of Excellence (COE) to improve the entire organization’s efficiency and effectiveness

Developed technology road maps for new programs – Multi Generation Product Planning (MGPP)

Drove corporate continuous improvement and cost management initiatives to improve operating income margin

Championed deployment of SAP at all 4 locations : Fond du Lac (WI), New Lisbon (WI), Portland (OR), San Jose Iturbide (MX) Director of Engineering & PMO Oshkosh Defense (Oshkosh, WI) 2017 – 2019 New Product Development (NPD)

Managed major NPD programs mainly JLTV and FMTV; Primavera P6, IMS project tracking, capacity planning, EVMS, NPD stage gate reviews, DFMEA, PFMEA, PPAP, APQP, financial reporting, CDRLs, CLINs, BOM, DOORS, BDT, etc.

Led technical design reviews (PDR, CDR, PRR, TRR) and reviewed CDRL and CLIN submissions with TACOM leadership

Developed Systems Engineering Standard and integrated into the NPD process

Participated in regular INCOSE meetings and developed Systems Engineering Training Program for engineers

Managed PDM/PLM including Creo and Catia design deliverables (detailed 2-D prints) from an outside agency (100+)

Collaborated with PTC to develop bi-directional traceability tool (Integrity) as a part of Systems Engineering deliverable Operational Excellence

Developed the process to document and manage customer requirements using DOORS

Developed and monitored KPIs and drove continuous improvement initiatives to meet targets in efficiency gains

Collaborated with cross-functional organizations (including suppliers) to improve product development cycle time Business Development

Managed multi-million dollars (classified) budget for IR&D programs and allocated project teams

Worked closely with internal and external stakeholders to finalize the Critical Customer Requirements Document

Participated in preparing bids and proposals, including the development of Work Breakdown Structure (MIL-STD-881C/D) Senior Program Manager Siemens Mobility – Locomotives (Chicago, IL) 2016 – 2017 New Product Development

Collaborating with multiple suppliers led a multi-million dollars Positive Train Control (PTC) project development

Reviewed the systems functional and technical specifications with the internal stakeholders, customers, and suppliers to ensure the concept design is in compliance with the customer and regulatory requirements

Collaborated with cross functional organizations to drive PTC strategy (MGPP) development and execution of the Siemens Mobility program management for electric and diesel locomotives (Passenger Rail Systems)

Participated in the public review and comments of CARB’s Draft Technology Assessment for Freight Locomotives Operational Excellence

Managed teams at the Amtrak depots located in Washington DC, Wilmington DE, Boston MA, and Sunnyside NY

Responsible for maintaining and servicing the fleet of Siemen’s 70 high speed Amtrak electric locomotives

Collaborating with cross functional teams developed a common database to share lessons learned and best practices for efficiency gains in locomotives troubleshooting and to avoid unnecessary parts replacement

Led the monthly KPI status update meetings with the customer (Amtrak leadership team) Cost Savings

Conducted the locomotives parts failure study, analyze root cause, and provided interim and permanent solution. Delivered

$2M+ cost savings to Siemens in penalties per the service contract between Siemens and Amtrak Global Engineering Manager Volvo Construction Equipment (Shippensburg, PA) 2012 - 2015 Leadership & Human Resources Management

Managed globally dispersed teams of engineers (hardware and software development teams) for several NPI programs

Identifying improvement opportunity in the organization’s efficiency and effectiveness reorganized the department by redefining employees’ roles and responsibilities (to have the right people in the right roles)

Drove the development of a new employee training manual, knowledge sharing management tool, and mentoring program Operational Excellence

Planned and executed corporate strategic initiatives for operational excellence across global cross functional teams

Developed global strategic strategy for engineering programs (using A3 methodology)

Executed multiple efficiency improvement programs to synchronize globally dispersed teams while prioritizing resource constraints and global projects: common processes, product cost reduction, and enhanced collaboration amongst cross- functional global organizations

Championed various Six Sigma methodology deployment Cost Savings

Reduced assembly and testing time for prototype and production systems by 35%

Developed the Product Cost Improvement & Management Strategy. Implementation of the strategy contributed significantly towards achieving 12% material cost reduction; my given target was 4% Global Engineering Manager Caterpillar Inc. (Peoria, IL) 1995 – 2011

(Held Several Leadership Positions)

Business Development

Founder of the Corporate Systems Engineering & Harness Center of Excellence

Worked with customers and dealers to understand field issues ( Voice of Customer) and delighted customers with solution

Launched Six Sigma projects to implement sub-systems design in 8 different off-highway vehicles product lines

Introduced Virtual Audits process during design phase to eliminate re-work time and reduce design cycle time to meet Corporate efficiency improvement initiatives

Directed design and development requirements for off-highway vehicles including military products

Led the Suppliers Sourcing Strategy to select qualified suppliers with global foot pints to support multi-site global plants Operational Excellence/Cost Savings

Reduced material cost by 4% by reconciling globally dispersed teams and strategies. Prepared and presented the Corporate Strategic Initiative on product cost reduction to all affected managers to unify their efforts and communication

Saved 20% in warranty claims by providing focused technical support to customers to resolve field problems. Conducted failure root cause analysis on failed components and sub-systems before developing interim and permanent solutions

Collaborating with global suppliers and standardizing design achieved 30% cost reduction in new products development

Implemented suppliers sourcing strategy, managed suppliers, reviewed suppliers’ processes (PFMEA, PPAP, APQP)

Delivered $23M cost savings by developing and executing common electrical systems for six (6) wheel loader models cab New Product Development

Managed globally dispersed teams of engineering personnel (400+ including off-shore workforce)

Optimized the vehicles’ Global New Product Development process by eliminating non-value added steps

Utilized Six Sigma methodology to identify differences in systems engineering design and feature offerings between Caterpillar and competitor products worldwide. Implemented the identified opportunities which in-turn simplified the design, product cost, and made the serviceability easier

Managed Challenger agricultural tractor and Forest Products log skidders engineering programs

Managed systems requirement, software development (Matlab/Simulink), and systems integration

Engaged suppliers up-front during the design phase and involved them in the NPI stage gate reviews

Performed Should Cost Models for sub-systems and collaborated with suppliers to select cost effective parts

Championed various Six Sigma methodology deployment globally (DFSS, DfM, DfA, Lean, Agile, Scrum, kaizen, 5S, etc.)

Developed and implemented Systems Engineering including regulatory compliance and customer requirements management

Managed multiple NPD programs globally and successfully delivered all the projects on-time and within the allocated budget

Led the R&D advanced technology projects i.e. auto-dig, parallel lift, auto-grading, payload control system, x- by wire, etc. Leadership & Customer Relationship Management

Improved customer relationship by applying techniques learned in the Dale Carnegie Outstanding Customer Service training

Received Certification of Excellence Award – Outstanding Performance and Lasting Contribution on Employee Engagement

Trained engineers and program managers in Six Sigma methodology in the North America, South America, Europe, and Asia

Mentored employees from cross-functional organizations (entry level engineers to managers) Q U A L I F I C A T I O N S

MSEE Power Systems Courses, Wayne State University BSEE, Panjab University Six Sigma Master Black Belt, 2004 Six Sigma Black Belt (DMAIC, DMEDI, LEAN), 2002 Dale Carnegie Outstanding Customer Service Certificate, 2001 Lens of Leadership, 2018 Oshkosh Corporation

U.S. Citizen

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