Global Operations Leader

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Global Operations Leader
Location Confidential
No preference
Willing to Relocate
$100,000 to $200,000

Resume Summary
GLOBAL OPERATIONS LEADER with broad functional leadership experience in diverse GE divisions across the US, India, The Netherlands, and Germany. Expertise in Manufacturing, Supply Chain, Procurement, LEAN Six Sigma, Sales and Marketing, Start-Ups and Mergers and Acquisition.



Manufacturing - Supply Chain - Sourcing - SAP - Sales and Marketing 
LEAN Six Sigma - M&A

Global Operations Leader with extensive cross-functional, international experience in diverse GE divisions across multiple countries - from the United States to India, The Netherlands, and Germany.

Broad functional leadership experience in strategic business operations, finance, sales and marketing, complex negotiations, business valuation, and LEAN Six Sigma.

Placed on a fast growth track early in career, quickly rising to Operations Leader for a textiles fiber and polymer JV with AKZO Nobel N.V. in India, to progressively responsible positions in multiple GE divisions.

Business Startup Experience. Established and managed GE Silicones' business in India. Led market penetration, growth, and business strategy for Silicone Elastomer Products, growing revenues from a zero base to US$4.0M in 3 years. As a result of these efforts, established GE Silicones as the first manufacturing-based, 100% GE subsidiary in India.
Successful facilitator and corporate coach in LEAN Six Sigma, Innovation, and Project Management. Have conducted many workshops at various leadership levels across multiple functions.

Excellent record of achievement with high success rate in leading cross-functional teams to the finish line.


> Strategic & Creative Thinking - Able to provide strategic direction that brings significant value for the business, communicate it well to ensure team support, and break it down into actionable pieces for successful execution. Creative leader who looks for innovative solutions.

> Decision-Making and Leadership - Decisive leader with strong internal processes of analyzing information and evaluating options. In-depth knowledge of finance and accounting has helped to develop well-honed decision-making skills. Committed to leading teams to success.

> Trust and Teamwork - Active listener who builds trust by sharing, gathering, and using information to challenge global teams to surpass objectives. Skilled communicator who guides teams to proactively identify risk, build mitigation plans, and ensure optimum business results.

> Managing for Results - Respected for ability to complete complex projects with integrity and perseverance, develop a well-crafted action plan, manage expectations, and guide cross-functional teams to the finish line.


Waterford, NY 2004 - 2015

Global Operations Leader - Strategic Transformation (2013 - Present)
Global Operations Leader - Sealants (2008 - 2013)
Global Operations Leader - Industrial RTV (2004 - 2008)

Leverkusen, Germany 1999 - 2004

EMEAI Quality / Six Sigma Leader, Leverkusen, Germany (2001 - 2004)
EMEAI Sourcing Leader - Indirect Materials, Leverkusen, Germany (1999 - 2002)

Bergen Op Zoom, The Netherlands 1997 - 1999

EMEAI Product Manager - Sealants

Mumbai, India 1993 - 1996

Business Director - Mumbai and Bangalore, India

Pune, India 1986 - 1993

Operations Leader - Polymers


Waterford, NY 2004 - 2015

Momentive Performance Materials Inc. (MPM), is a global leader in silicones, quartz and ceramics. MPM generates revenue of $2.5B annually with 24 manufacturing sites worldwide. MPM acquired GE Silicones in 2006.

Global Operations Leader - Strategic Transformation (2013 - 2015)

Promoted to this role to drive consistency in costing, accounting processes, and financial reporting across global operations (24 manufacturing sites). Provide realistic costs and margins for different SBUs to help drive next generation of productivity, working capital, and strategic growth. Direct a team of Operations and Finance Leaders and SAP Consultants and interface with all levels of the organization worldwide.

* Drove more appropriate understanding of margins at profit center/ business unit (BU) level by realigning costing flows in Income Statement and Balance Sheet.

* Minimized allocations in accounting while driving ownership and cost visibility by designing and implementing new cost center structure for direct manufacturing and site infrastructure related costs.

* Improved benchmark-ability in product costing by simplifying conversion cost methodology and practices across all sites globally.

Global Operations Leader - Sealants (2008 - 2013)

Provided operational leadership to 6 global manufacturing sites for business unit that generated annual revenues of $275M. Reported to President and CEO. Managed cost optimization, capacity and growth planning, product quality improvements, strategic sourcing, supply chain optimization, and translating global best practices across facilities.

* Led cross-functional team to carve out global P&L for Sealants and then negotiated the divesture of the Sealants P&L. Developed different business valuation models and worked with the investment bank to create marketing documents required to invite bids for potential sell-off.

* Delivered improved EBITDA (>$6.5M) through cost optimization programs including plant closure, HR and manufacturing reorganization, and supply chain/ sourcing optimization.

* Changed operations footprint, maximizing output within available system capacity with minimal investment infusion (<$1.5M over 5 years) by shifting product manufacturing locations especially in Europe, America, Japan and China.

* Achieved $24M reduction in inventory reducing lead-times and improving inventory turns by leading and managing cost savings initiative.

Global Operations Leader - Industrial RTV (2004 - 2008)

Provided leadership to 4 global manufacturing sites including establishment of the sales & operation planning (S&OP) process as well as developed strategic growth and investment plans for BU. Reported to the VP of Global Operations.

* Led implementation of global S&OP process. Worked with commercial teams to get demand forecast and then developed standard procedures for scheduling production based on forecast signals. Used information to troubleshoot capacity, manufacturing, and product quality bottlenecks. Inventory levels increased initially after process go-live but reduced thereafter as the planning system was optimized.

* Achieved 4.5% variable cost savings and $0.7M inventory reduction by conceptualizing and later leading execution / investment of end-finishing manufacturing concept for low volume sales per SKU in Japan.

Leverkusen, Germany 1999 - 2004

GE Bayer Silicones GmbH & Co. KG was a joint venture between Bayer AG and GE Plastics, a unit of GE. The joint venture encompassed the silicones businesses of both partners in Europe, Africa, the Middle East and India (EMEAI)

EMEAI Quality / Six Sigma Leader, Leverkusen, Germany (2001 - 2004)

Reporting to the President and CEO, EMEAI, led 61 team members in the Quality/ Six Sigma organization comprised of Six Sigma Master Black Belts (MBBs) and Black Belts (BBs), QA (ISO9000), QC, and Customer Claim Resolution teams which supported annual revenue of 410M.

* Led a multi-functional team of 22 "A-category" leaders (MBBs/ BBs) as part of GE's initiative to achieve a 4% succession rate of the next generation of Leaders through LEAN Six Sigma. Achieved EBITDA increase of nearly 4% (13M), significant productivity, improved mix and margins, and improved inventory turns.

* Reached 100% Greenbelt (GB) Six Sigma certification in commercial organization by working with sales, marketing and technology on projects carried out with customers to help in jointly driving new sales through new product applications and technology, improved yields during processing and training customer's organization with LEAN Six Sigma techniques.

* Led a team of 39 in QC/ QA (ISO 9000) and Customer Claim Resolution. Strategized, led and successfully concluded the negotiations of outsourcing Finished Goods Testing QC Department (13 people) as part of a Back-Room headcount reduction. Achieved productivity of nearly 1.2M (18% cost savings) in the 5-year contractual period.

EMEAI Procurement Leader - Indirect Materials, Leverkusen, Germany (1999 - 2001)

Led a department of 9 direct reports to achieve targeted deflation, cost efficiency and service in areas such as Utilities, Services, Transportation, Warehousing, Plant Maintenance and Supplies, Projects and Investment, IT, EHS and Communications. Initially reported to the Sourcing Leader and subsequently to the President & CEO EMEAI for an Interim period. Annual revenues for GE Bayer Silicones in Europe were 340M.

* Delivered 6% deflation despite rising energy and fuel prices in 2000. Led sensitive and complex negotiations with Bayer AG - the largest Indirect Materials provider and also the second largest shareholder of the JV.

* Successfully implemented outsourcing the procurement of Maintenance, Repairs and Others (MRO). This was the first breakaway strategy to move out from Bayer AG combined procurement.

* Aggressively adopted e-auctions as a negotiating tool in setting 2001 prices for nearly 14% of the Indirect Materials buy. Successfully conducted the first e-auction within GE group of companies in groupage shipment in Western and Eastern Europe.

Bergen Op Zoom, The Netherlands 1997 - 1999

GE Silicones BV was a wholly-owned subsidiary of GE Silicones in Waterford, New York

EMEAI Product Manager - Sealants

Marketed silicone construction products for Polymer, Bulk and Consumer Sealants for EMEAI - with responsibility for product market mix, pricing, positioning, distribution, new product development, and productivity. Reported to the European Marketing Director. Annual revenues for the Sealants BU was $120M.

* Negotiated with customers a price increase of 2.5% in 1998 - resulting in a positive impact of US$4M on Sealants BU profits.

* Achieved highest ever percentage of new product sales to total sales for GE's global Silicones business by introducing new generation product manufactured, using lower cost raw materials while meeting required service performance for industry.

* Generated nearly 13% of total revenue for 1998 and increased market share nearly 2% by developing and maintaining key account in Germany.

Mumbai, India 1993 - 1996

IGE in Mumbai India was a 25% GE-owned distributor representing all 13 GE business units in India. Later, GE Silicones in Bangalore India was established as a 100% GE-owned business.

Business Director - Mumbai and Bangalore, India

Initially held P&L responsibility for IGE's Mumbai, India trading operation, reporting to the European Sales Director - Exports. Later assumed responsibility for GE Silicones' Elastomers business unit in Bangalore, India, reporting to the CEO, GE Silicones-India.

* Established the Elastomers business from a zero base to US$4.0M in 3 years.

- Conceptualized, developed, and successfully implemented an import and local distribution strategy to sustain sales of elastomers when the Indian affiliate of IGE had refused to support the business following GE's announcement that it was terminating its distributorship arrangement with IGE.

- Secured the required import licenses, shifting manufacturing from a toll facility in India to a manufacturing facility in the UK and establishing new supply channels through the distributor network to customers in India. Achieved sales target in 1995/ 1996 in India and thereby for Europe.

* Member of team that successfully established GE Silicones as a 100% subsidiary of GE in India in 1996. This was then the 1st manufacturing-based business for GE with 100% ownership in India. Worked for 6 months in the newly formed GE Silicones India; subsequently, handed over the charge to the new team and was re-located to GE Silicones BV European Headquarters in Bergen Op Zoom.

Pune, India 1986 - 1993

Century Enka Limited was a textiles fiber and polymer JV with AKZO Nobel N.V., The Netherlands.

Operations Leader - Polymers

Reported to the Manufacturing Site Leader with overall administrative, EH&S and technical responsibility for the manufacture of 45K MT/year of polymers: Polyester, Nylon-6, and Engineering Plastics (e.g. PET, PBT, Glass filled and Nylon Tire). Led a team of 170 personnel in the Polymer Division. Started as a Shift Engineer and progressed rapidly to head the Polymer Division within 4 years.

* Led a pioneering multi-national and multi-location team in AKZO Nobel N.V. to establish a new dual raw material feed system in batch reactors (Investment: US $65M) for polymer production from conception to execution, and then played a pivotal role in de-bugging early plant start-up problems.

* Directed a large-scale, 6-year capacity expansion project in polymers and engineering plastics, increasing manufacturing capacity 22X from 2K MT/year to 45K MT/year.


HERIOT-WATT UNIVERSITY - Edinburgh, Scotland
Post-Graduate Diploma in Management

BITS - Pilani, India
B.E. (Hons) Chemical Engineering from India's prestigious school

GE Certified LEAN Six Sigma Master Black Belt (MBB)
GE Project Management (PM)
GE Change Acceleration Program (CAP)
GE-Sponsored Leadership Training: GE India Leadership Program (GEILP), Strategic International Marketing Program (StratX), and GE Advanced Finance Leadership Training for Business Leaders.

Multiple recognition awards: Indirect Sourcing Award for best performance (GE Bayer Silicones), Sales Performance Award (IGE), Management Recognition Awards for global operations in sealants, cost optimization, and localization of sealants manufacturing in Asia-Pacific (GE Silicones).

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