Bruce Meister

• Led program for transfer of medical device capital equipment manufacturing to contract manufacturer achieving savings of $13 M annually
• Led program to localize BOM with contract manufacturer to achieve $3M annual savings

• Developed process to identify, prioritize and manage portfolio of value engineering projects
• Developed OEM supply chain strategy
• Led sourcing team effort and value engineering projects resulting in product cost savings of $3M

• Defined strategy for engagement and selection of contract manufacturers providing 20% savings
• Implemented process for new product design firm selection resulting in reduced time-to-market
• Led sourcing design to value teams to implement programs saving CareFusion over $3M
• Led sourcing product development teams to identify parts and suppliers to realize savings during product design
• Helped establish and mentor NPI sourcing project management team, growing the team to six engineers and engaging R&D on over 50% of new product development efforts.

• Managed laser product line to improve cycle time, yields, and performance growing revenue by $5M.
• Led program teams to bring product enhancements to market, implement EOL component replacements, and upgrade embedded SW control systems
• Monitored product P&L and implemented recovery actions due to customer requirements, yield requirements or cost improvements

• Managed flow cytometry business portfolio team, driving key decisions on program prioritization, resource allocation, voice of customer, and program funding
• Managed program team to develop and launch Life Technologies first flow cytometer. This instrument will serve as the platform for initiating a new business segment at Life Technologies. In the 6 months of sales the instrument generated more than $5M in revenue
• Managed team responsible for designing, implementing, sustaining, and leading change management efforts for phase-gate process and systems for supporting new product development. Trained over 200 R&D professionals in the new phase-gate process
• Led team to define plate-loader customer requirements using IDEO voice-of-customer methodology

• Implemented product life cycle process for development of new products enabling schedule predictability
• Managed silicon development program improving performance against schedule by > 80%
• Managed foundry factories to deliver first silicon wafers to Pulse-Link
• Completed market research for wireless and coax HDMI product including NPV and 3-yr ROI calculations

• Managed P&L for argon fluoride laser products generating revenues in excess of $80 M
• Increased gross margins 3% with product reliability improvements
• Increased market share at Asian customers by 27% with new product introductions
• Generated $2.6 M upgrade revenue by collecting and meeting customer requirements.
• Developed and implemented process to identify, prioritize and implement product improvement projects

Program Manager (Chandler, AZ; 2002-2005)

• Managed cross functional product development teams through the product life cycle resulting in launch of Intel’s first dual core embedded processor, 3GHz embedded processor, and first embedded graphics controller hub.
• Gathered VOC requirements for development of strategic roadmap and messaging for Intel’s extended reliability embedded products.
• Managed the business relationship with Intel’s Israel Design Center, Server Products Group, and Intel manufacturing for product development and delivery.

Partners Marketing Manager (Chandler, AZ; 2001-2002)

• Performed market research and benchmarking activities of industry partner programs to identify gaps in Intel’s network processor partner program resulting in portfolio of services that enabled an increase of 15% in design wins and a 50% increase in partner program membership

• Implemented network processor support center. Managed budget and schedule. Drove NPV based decision on contracted, internal and off-shore options for partner program technical support center.

Supplier Manager (Ocotillo, AZ; 1999-2001)

• Managed strategy, activities, deliverables, growth and hiring for 6-person Lithography Capital Equipment Group.
• Direct responsibility for optical equipment accounts across Intel factories - $600M in expenditures with international responsibility for Japanese, American, Irish, and Israeli accounts.
• Fostered and drove relationship with optical equipment suppliers’ executives to align technical development and installation strategy with Intel 1.1 GHz ramp.
• Drove supplier development program, including corporate restructuring effort. Tool installation time decreased 20%, availability improved 10% and escalation response improved by > 1 week.
• Developed and negotiated supplier pricing strategy for equipment improvement to meet the 1.1 GHz ramp.

Environmental Engineering Group Leader & Program Manager (Santa Clara, CA; 1997–1999)

• Developed environmental process engineering strategy and manager responsible for directing activities, defining deliverables and growth for 5-person process environmental group supporting virtual factory.
• Managed $3M annual budget and projects for selection, installation, and qualification of environmental abatement equipment.
• Drove environmental projects from conception through implementation, including negotiation of purchase price, alignment and management of project requirements, resources, and schedules.

Senior Photolithography Engineer (Santa Clara, CA; 1993-1997)

Master Certificate Project Management- Villanova University

10/08

MBA International Management Thunderbird, The Garvin School of International Management

4/04

Bachelor of Science Degree: Imaging Science Rochester Institute of Technology

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