Jason Mevius

Transitioning career to a Marketing leadership role – excited about the opportunity to integrate Finisar’s game-changing 3D sensing products into customer applications. Responsible for the growth and market-penetration of VCSEL products globally and key account oversight.

Organize and lead the New Product Design (NPD) engineering, Engineer-to-Order (ETO), and Product Cost Reduction (VA/VE) functions to meet long-term business objectives.

• Leads five domestic and international engineering departments controlling three product lines; responsible for all new product releases, cost-out activity, and sustaining engineering to support manufacturing.
• Overhauled Engineer-to-Order process with standardized Six Sigma methods:
  • Reduced leadtime by 55%
  • Increased sales 36% YOY to $4M in 2015
  • Implemented quality gating system, improving first-time yields by 28%
• VA/VE material-reduction project leader — demonstrated history of aggressive cost-out philosophy:
  • $500K incremental bottom-line decrease in 2015
  • $750K in 2016
  • $920K in 2017
• NPD champion, grew vitality sales ($35M sales, 29% growth) across four product lines.
• Define multigenerational product roadmaps for evolution of decades-old consumer lines.
• Executed DFM (Design-for-Manufacture) project to reduce 20% material and 40% labor cost on a $4M flagship line. 3 patents resulting from project in process (promotional video).
• Developed and implemented tiered engineering career path ladders, succession plans, development plans, and organizational capability assessments.

Spearheaded material reduction projects with Supply Chain, Operations, Engineering, and Product Managers.

• Established VA/VE team; implemented a change-based culture to long-dormant product lines.
• Strategic oversight for $4.0M (3% COGS) annual reduction across seven production sites.
• Lean 6 Sigma integration; reduced COGS 1.5% through labor efficiencies without sacrificing quality or leadtime.
• Organized and presented financial projections models to Executive staff.
• Key transition member during M&A process (my original employer, Cooper Industries was acquired by Eaton in 2013). Partnered with technical leads in other divisions to identify $2.4M in synergy cost-out projects.
• Chaired action committee to evaluate low-performing manufacturing sites; performed deep-dive analysis to find inefficiencies. Average annual savings of $350K per location.

Design lead for a global project team, responsible for consolidating pressure regulator products obtained through acquisitions with legacy products to form a unified platform for the Oil and Gas industry.

• Executed 6 year initiative to reorganize product architecture for mid-tier platform.
• Formulated the design and intellectual property (IP) process for new products resulting in 14 patents awarded.
• Converted legacy offerings from 20 disparate designs to unified portfolio with 6 high-margin designs
  • $21M increase in globally served markets
  • 63% supplier reduction
  • 54% component reduction
• Led two Chinese design teams; mentoring, managing deliverables, driving consistent vision.
• Performed complex FEA (Finite Element Analysis); eliminated tooling revisions, reduced time-to-market.
• Presented product concepts in Design Reviews with peers, suppliers, and Executive leadership.
• Verified new product releases with statistically controlled Pilot Runs; confirming sustainability.