Ryan Dibble

Lead the iconic bag and travel brand born over 30 years ago in the garage of a San Francisco bike messenger.

▶ Reporting to CEO, built out the Product Development function including 20+ people in Advanced Development / R&D, Industrial Design, New Product Introduction, Reliability Engineering, Change Management, and Sustaining Engineering. ▶ Oversaw team developing the first utility patents for the company and increased overall IP portfolio of the organization. Went from a company selling "me too" products to one known for launching innovative products recognized by Red Dot, iF, Good Design, and other international awards. ▶ Transformed Product Development process from yielding 3~5 products launch per year to over 30 product launches per year with a 3X increase in top-line revenue during tenure and increased VCM across the board.

Directed a 10-person mechanical engineering, packaging, and drafting team across the USA and China. Managed NPD from R&D, through Manufacturing Implementation and Value Engineering (VAVE) for the entire line of Schwinn, Nautilus, Bowflex, Stairmaster, and Universal branded fitness products. ‣ Supervised a cross-functional team in revamping R&D and NPD stage gate developments, utilizing process excellence tools to streamline the improvement process, reducing product implementation times by more than 15%. ‣ Inherited nine failing, in-process projects and, in less than two months, spearheaded the recovery of the projects within initial cost and timeline requirements; resulting in products from the line being acquired by Wal-Mart, adding significant revenue in 2010. ‣ Pioneered the development of Bowflex TreadClimber TC5, yielded an innovative product costing more than 25% less than previous offerings in its category. • Drove a team to design and produce more than 20 new products in 2011, all containing complex electro-mechanical enclosures, injection molded plastics, stampings, and 100 internally designed and controlled components.

Spearheaded the development of a new department, Process Excellence, focused on creating a center of excellence for business improvement across all departments. Led Six Sigma deployment throughout the organization and acted as a change agent, mentor, and leader, in the cultural transition from a reactionary organization, to a proactive one. • Curated the curriculum, metrics, and the entire Process Excellence (Six Sigma) training, methodology, and tools for the new department. • Trained the operations staff in the Nautilus Process Excellence department with a Six Sigma program, a three-day course covering the details of the DMAIC improvement methodology. • Guided employees in reaching a team goal of completing a minimum of two improvement projects per year.

Relocated to China to lead Product Development, Quality, and Asian operations for Nautilus Inc. • Grew a team from three to more than 40 employees throughout China and Taiwan and supervised the management team spanning Mechanical and Electrical Engineering, Quality, and China Operations. • Ensured all internally designed and sourced products were compliant with industry and corporate standards at third-party ODM/OEM suppliers. • Conceptualized and developed a package design process, which included managing a Chinese team of packaging Engineers and working to reduce shipping costs by $1M USD YOY with no delay to the product launch timeline. • Built and managed a Cost Engineering team, who tracked commodity pricing and built internal Costed Bill of Materials (CBOM’s); ensuring products were compliant with cost policies and yielded radical changes in the quotation (RFQ) process. • Identified a Tier I and Tier II mechanical and electronic supply chain, increasing the qualified supply base by more than 70%. • Yielded more than $5M of savings within the first year by encompassing product and dual sourcing opportunities. • Spearheaded the development of all quality, compliance, and NPD standards to build a comprehensive supplier handbook. • Deployed a supplier incentive program based upon quality assurance and supplier KPI’s and yielded a 3% increase on the first-time yield (FTY). • Established a supplier development program focused on in-process detection and process improvement, resulting in a 30% reduction in rejected shipments within the first year of implementation.

• Established inaugural Product Development team in China. • Managed 10 engineers in disciplines covering NPD, Packaging Engineering, and Cost Engineering. Responsibilities included R&D, implementation of new products, and ensuring all relevant KPI’s were achieved. • Worked with manufacturers to quickly solve issues during the NPD process, partnered in establishing onsite quality program, and created systems ensuring product delivery to time requirements.

• Worked with Industrial Designers, Marketing, Product Managers, and other Engineers, in a team environment to create innovative products within a given timeline and budget. • Supervised fulfillment of product from prototyping, to production, in the U.S., Taiwan, and China. • Responsible for complete technical project life cycle management including building project specifications, scheduling, design, implementation, testing, and post-implementation support, while always driving continuous product improvement. • Key team member in designing the Bowflex Revolution (http://www.bowflexrevolution.com), an innovative fitness device receiving numerous awards and accolades.

Completed independent design work for Rocky Mounts bicycle racks and a sub-siderary of TUCCI. Performed duties ranging from initial design concepts through working with suppliers in Taiwan and China to implement products into production.

Yes that's right; I sold cars and I'm not afraid to admit it! I was the top performing sales associate of all new employees for the duration of my time at Osborne, winning many dealer and supplier (Volkswagen, Isuzu) spiffs.

Worked in the automated welding division designing tooling for customers such as Manitowoc Cranes, and other manufacturers of very large weldments. Created 3D models of the tooling, determined best layout of the welding station, performed cycle time analysis, and assisted in the quotation process.