Jeffrey Lawler

Developed and implement new roles and responsibilities for existing NPI Program Management team to fit within a new Product Development Process (PDP). Currently manage a team of four, who support approximately 30 different projects across four different product lines throughout the entire PDP lifecycle.

Created and developed new NPI and Accessories Global Supply Management (GSM) team. Hired and managed team of Sr. GSM Program Managers and Supplier Business Managers. Managed $15-$20M in Engineering NRE budgets, held monthly reviews with Finance and Engineering along with releasing purchase requisitions at the end of each Product Development Process (PDP) phase. • Developed new processes for JUUL GSMs to review non-reoccurring engineering (NRE) quotes, PO approvals, CapEx Equipment / Tooling quote and statement of work (SOW) reviews. • Supported the development of a new PDP within JUUL, specifically around supply chain roles and responsibilities. • Supported launch of two new products at contract manufactures ahead of schedule, both with initial launches of 2M in production volume. • Team saved over $1M in renegotiating NRE quotes received from contract manufactures. • Team saved over $1.5M savings in production price negotiations.

Developed and communicated sourcing strategies for New Product Introduction production phase gates. Responsible for driving supplier excellence in the areas of supplier relationships, quality and risk assessments as well as developing supplier account plans for key Frame and Mechanic suppliers. • Successfully managed cross functional teams consisting of Engineering, Operations and Manufacturing to develop outsourcing strategies for key assemblies. • Achieved 16% reduction of cost of goods for Frames and Mechanics commodity, 16% reduction achieved. • Developed fast track/prototype sourcing strategies for new engineering projects, added 10 new prototype machine shops to support new engineering development projects. • Negotiated long term contracts and Vendor Purchase Agreements with key Frame and Mechanical Suppliers. • Responsible for automated tooling supplier selections to support manufacturing yield improvement projects.

Developed and executed sourcing strategies to consolidate machining suppliers, drove and managed cost reduction programs resulting in a 5% overall cost reduction and managed key supplier improvement plans through 8D process. Developed sourcing strategies for new NPI programs, provided direction to Engineering on seeking best suppliers based upon the type of part or assembly. • Successfully developed and managed cross-functional team to move key assemblies from Mexico to a U.S. supplier which included onsite source inspections, manufacturing qualification and compliance. • Successfully negotiated several long-term contracts including mixed gas for manufacturing and long-term supplier agreement with new strategic supplier. • Achieved 12% reduction of cost of goods for machining commodity. • Developed fast track/prototype machine shop sourcing strategies for develop engineering, negotiated contracts with existing suppliers for 24 hours turn around on part modifications.

Managed team of Supply Chain Managers and Supply Chain Engineers that supported the Mask Inspection Division for new product introduction (NPI), gross margin improvement and supplier development strategies. Developed and managed division’s cost reduction programs which resulted in 7% material cost reduction during 2009 and 2010 while reducing supply chain, purchase part count and clean room space. • Represented Materials for all Lithography Product Life Cycles (PLCs), communicated all pre-released ECOs, CoGs reviews and materials dashboard to operations senior management. • Reduced manufacturing cycle time by more than 10% over two years. • Reduced manufacturing over 12% by eliminating non-value add activities within manufacturing. • Held monthly and quarterly cost reduction and program reviews for senior management.

While reporting to VP of Operations in Israel from San Jose, CA, successfully managed the complete relocation of division’s manufacturing from San Jose, CA to Israel, managed relocation budget of $2.1 Million. Developed and managed manufacturing transition project plans which included final test training, supplier qualification, manufacturing qualification, packaging, test fixtures and master scheduling • Provided weekly program updates given to division GM, VP or Operations and VP of Engineering as well as bi-weekly status to sustaining Product Life-Cycle (PLC) committee. • Developed and communicated new sourcing strategies for key machining and optics being moved to Israel.

Managed Domestic and International outsourcing of 70% of division’s thin film tools. Managed NPI to Production material release phases for next generation thin-film measurement tool • Developed, managed and communicated division’s cost reduction plans, resulting in reduction of direct material costs by 7% for last three fiscal years in a row. • Reduced manufacturing cycle time by more than 10% over two years.