Newly formed role, creating an exciting new market-vertical inside the premier player in the autonomous construction industry.

Sunnova is a fast-moving, market leader in B2C Residential EaaS; my role extends that product portfolio to both the C&I and Microgrid B2B market verticals.

• Created a strategic product portfolio for Business and Microgrid sectors from ground-up; full-ownership of a DER tech-stack supporting $150M pipeline in 2024:
  • Solar (PV): High-wattage solar panels, racking (rooftop, carport, and ground-mount), and inverters (string- and micro-inverters).
  • Energy Storage Systems (ESS): Integrated battery storage reduces energy cost through peak shaving, demand response programs, and time-of-use restrictions.
  • EV Chargers: Mobility platforms with hardware and governing software, including leading the investigation for V2G / V2H applications.
  • Energy Management (EMS): Coordinating and controlling all deployed assets in an optimal manner per customer end-goals.
• Spearheaded a $5M+ cost-saving initiative by leading a cross-functional implementation of a third-party IIoT Monitoring & Control solution. Developed use cases and championed effort within organization, reduced Time-to-Market by 12+ months.
• Effectively led a remote team by setting clear expectations, fostering accountability, and driving results.
• Optimized the residential product portfolio to meet new Domestic Content rules, securing $100M+ government incentives (projected over 2Y) and sustaining company growth trajectory during a market contraction; regular C-Suite executive collaboration.

Fluence is solving the problem of grid-level energy storage to aid conversion to renewable energy sources – my profitability team spanned the entire portfolio of ESS product & services.

• Developed long-term TCO roadmaps for long- and short-duration ESS offerings; those strategic actions generate 22% contribution improvement across the portfolio.
• Validated economic strategy for in-house battery module with global cell sourcing and regional pack configuration, enabling competitive open-market bidding.
• Reduced $3.9M in annual BOM spend by optimizing container and component design, sourcing, and commissioning; led offshore team to implement cost-out projects.

Fast Company: 2021 Top 10 Innovation

Fluence sold $1B worth of energy storage equipment in 2021, helping grids avoid dirty, coal-burning, peaker power plants.

Market definition role responsible for metrics like product growth, P&L accountability (both revenue and profit goals), roadmap and specification development, B2B strategic account oversight, and global marketing strategy for VCSEL lasers.

• On-boarded two flagship customers – $100M projected revenue over 5Y. Responsible for product definition, customer inputs, and performance-price roadmap for new-to-world offering.
  • Increased offering margin 19%, while reducing customer layout space up to 61%
  • Eliminated eye-safety risk (largest barrier to adoption) via component integration
• Launched new automotive in-cabin sensing platform with 10Y roadmap, 60%+ contribution margin. Satisfied demanding audits with difficult customer.
• Prevented 8% margin erosion by executing cost-out plan for a commodity product that aligned with customer price-reduction targets.
• Streamlined portfolio and increased margin 11% through data-driven product pruning. Managed legacy product EOL, maintained 100% customer uptime.
• Introduced new go-to-market strategy to drive adoption; released an approved reference design with custom packaged VCSEL – anticipated $10M in revenue over 2Y.

Organized and led all product development functions for the Enclosures Division: New Product Design (NPD), Engineer-to-Order (ETO), and Product Cost Reduction (VA/VE). Defined MGPP roadmaps to ensure YOY growth.

• Led 40-member cross-functional team, consisting of direct and indirect employees. Drove organizational effectiveness by implementing:
  • Tiered career-path ladders to foster growth and retention
  • Succession plans securing continuity in critical roles
  • Personalized development plans that accelerated team performance
  • Organizational capability assessments enabling targeted training
• Championed new product development, driving $35M in vitality sales (29% growth) by aligning product designs with market demands and sustainability trends.
• Overhauled Engineer-to-Order process with standardized Lean Six Sigma methods:
  • Reduced customer leadtime by 55%
  • Increased sales 36% YOY in Y1
  • Improved first-pass yields by 28% by implementing a quality gate system
• Guided the intellectual property / patent strategy for division, assessing market potential and determining priorities to maximize innovation impact and align with business goals.
• Executed DFM project to reduce 21% material and 38% labor cost on a $4M flagship line; 3 patents awarded.

Spearheaded material and labor reduction (VA/VE) 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 cost-out P&L (3% COGS) across seven production sites.
• Key transition member during M&A process. Partnered with technical leads in other divisions to identify $2.4M in actionable 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, consolidated products obtained through acquisitions with legacy offerings to a unified platform for the Oil and Gas industry.

• Led Chinese product design teams (12 design and test engineers); mentoring, managing deliverables, and driving consistent vision – months spent abroad working face-to-face with group.
• Executed 6 year initiative to reorganize mid-tier platform architecture. Formulated the design and IP process; 14 patents awarded.
• Converted legacy offerings from 20 disparate designs to a cohesive portfolio with 6 high-margin designs:
  • $21M increase in globally served markets
  • 63% supplier reduction
  • 54% component reduction
  • 28% blended margin improvement
• Verified new product releases with statistically controlled Pilot Runs in global factories, confirming long-term viability.

Outsourced flagship product lines to off-shore assembly house – responsible for process transfer, intellectual property, and on-site qualification.

Implemented DFMEA, PFMA, and Control Plans to comply with stringent aesthetics and quality expectations.

Responsible for designing circuit board assembly tooling; reduced both cycle time and handling defects.