1 | P a g e Mark Ponzi

101 Cornell Avenue * Endicott, NY 13760 * (607) 754-9649

mpf9ebbc@westpost.net
MANUFACTURING OPERATIONS MANAGEMENT
Top producing, performance driven Operations Management professional with expert
ise in leadership skills that have resulted in consistent acceleration of revenu
e projections in a highly competitive marketplace by building excellent teams. A
self-directed leader that responds rapidly and effectively to fast changing pri
orities with superior interpersonal and communication skills. Recognized by coll
eagues, staff and supervisors for professionalism, integrity, and attention to d
etail.
AREAS OF KEY STRENGTHS & EXPERTISE
* Manufacturing Operations Management
* Building Teams for Capacity & Organizational Management
* Outstanding Communication & Relationship Building
* Forecasting, Budgeting & Cost Analysis / Reduction
* Cross Functional Leader that Drives Change
* Product Introductions & Project Management
* Strategic Planning & Competitive Positioning
* Supply Chain & Inventory Control (SAP)
TESTIMONIALS
Arthur Yarzumbeck (client)
Arthur hired you as a Operations Management at key supplier in 2005
Top qualities: Great Results, On Time, High Integrity
"Mark is an incredibly focused operations manager who always achieves results re
gardless of the circumstances. He has the ability to accurately size workload, p
lan for optimum output and then achieve results with the highest levels of quali
ty/reliability. In the event of operations issues, Mark is typically 'in front o
f' the problems, honestly alerting principals of issues, planned fixes and recom
mitments of supply."
Ron Frye (colleague)
Global Military A&D Sales, Endicott Interconnect "Mark is a very driven, detaile
d and goal oriented manager., That has proven, on a number of occasions, an abil
ity to insure schedules are maintained, suppliers are leveraged when necessary a
nd that the customer understands he ( Mark ) knows their importance to our conti
nued growth. A great guy to have when the pressure is on and you need results."
Voya Markovich (colleague)
Sr VP and CTO, Endicott Interconnect "Mark is dedicated and success driven manag
er. Mark is instrumental in EI success in complex products deliveries to our maj
or customers. He showed extreme knowledge, management and positive attitude in v
ery hard manufacturing processing and consequent deliveries. I am one of the Mar
k's supporters and I wish him continuation of success in the future."
Frank Egitto (colleague)
R&D Manager, Endicott Interconnect Technologies, Inc.
"I've worked with Mark Ponzi for years, first at IBM and then at Endicott Interc
onnect. I've found Mark to be highly effective in leading large teams to achieve
positive results in the most time-efficient manner. Mark has the ability to cut
to the heart of a problem, deal with it, and move on, particularly necessary to
achieve on-time deliveries to customers. Outside of work, I've found Mark to be
very personable."
Oliver Gueldner (colleague)
Sales Manager, Endicott Interconnect "Mark was great to work with. In manufactur
ing, Mark was always the one you went to make sure your product went out the doo
r and the process was done correctly. Extremely knowledgeable on processes and r
unning a manufacturing operation. If had a company with a large complex manufact
uring operation, Mark would be one of my first phone calls. Stand up individual
both in and out of work."
Mark A. Ponzi
2 | P a g e Mark Ponzi
CORE ACOMPLISHMENTS
PROFESSIONAL EXPERIENCE
Endicott Interconnect Technologies, Endicott, New York 2002 - 2010
Director of QTA Operations 2009 - 11/2010
Director of Manufacturing Operations 2007 - 2009
Operations Manager Semiconductor Packaging 2005 - 2007
Supply Chain Manager 2002 - 2005
Director of QTA Operations
* Assesses staffing needs, performance and capabilities, building teams to their
capacity while evaluating the most efficient work methods for employee producti
on.
* Strategically planned improvements in cycle time, on-time delivery, and yield;
while minimizing scrap/rework.
Director of Manufacturing Operations
* Selected to be involved in several "Green Belt" as an expert in business manag
ement strategies that ensured improvement of quality and output using Six Sigma
methodology.
* Consistent advocate for quicker TAT for standard and new products; vocal drive
r of accountability and sense of urgency for all team and support functions.
* Assessed staffing needs, performance and capabilities, and implemented changes
to create a successful cross-functional department. Personally responsible for
interviewing, hiring, performance reviews, training and database reporting of ti
me off.
Operations Manager Semiconductor Packaging
* Grew monthly revenue from $400K/month to $7M/month over a period of 12 months.
* Developed reporting metrics on operation processes that improved scheduling in
formation and gained ability to measure and track goals. This process allowed cu
stomers to electronically track order progress and view available capacity.
Supply Chain Manager
* Lead project planner for SAP replacement of legacy IBM MRP system. This migrat
ion was accomplished without creating production outages/delivery delays.
* Transformed the supply chain to achieve seamless, global integration both inte
rnally and with external channel partners through customized strategies and solu
tions.
* Initiated Quick Turn PWB project which included business plan, equipment and c
apital expenditures; resulting in a new business that generated $1M (per month)
new revenue. The quick turn line was built in just 7 months.
* Diversified the customer base by bringing in 16 new customers from the Space/D
efense, and ATE marketplace.
* Grew yearly revenue from $96M/yr into a $150M/yr business while removing over
$2.6M of inventory from the system and increasing output.
* Improved material procurement operations to achieve advantaged pricing, greate
r efficiency with on-site stocking, tighter spending control, and improved servi
ce levels.
* Managed a 900 person organization made up of manufacturing operations and a su
pport structure which gained certifications in AS9100, ISO13485 and ISO9001.
* Designed and implemented a strategic labor metric that improved the direct rev
enue per employee to $164K/person in 2007, $196K/person in 2008, and $210K/perso
n in 2009.
* Exceeded organizational expectations in material and labor targets, increased
customer base by 50% and brought OTD from 10% on-time to 95% on-time in a 10 mon
th period.
3 | P a g e Mark Ponzi
PROFESSIONAL EXPERIENCE (cont)
* Initiated productivity, cost, and performance management programs to meet on-t
ime delivery requirements, improve production levels, product quality, and custo
mer satisfaction.
* Recognized as a creative and effective strategic planner when problem solving
and interfacing with customers.
* Managed quantity and location of inventory, including raw materials, work-in-p
rogress (WIP) and finished goods.
IBM Corporation, Endicott, New York 1994 - 2002
Site Supply Chain Manager 2000 - 2002
Operations Manager / Project Management 1994 - 2000
Supply Chain Manager
* Key participant on team tasked to work the divestiture from IBM to Endicott In
terconnect Technologies.
* Responsible for asset optimization during various manufacturing phases and hel
ped balance the order acceptance and on-time delivery of materials/parts.
* Coordinated and collaborated with customers and key partners; which were IBM o
wned manufacturers, suppliers, intermediaries, and third-party contract manufact
urers.
* Lead process of identifying, quantifying, and assisting the demand planning of
clients' supply chain transformation.
* Responsible for being the direct interface with customer base.
Operations Manager /Project Manager
* Successfully earned multiple awards for cost avoidance activities that prevent
ed the spending of $10-15M in capital expenditures; utilizing current equipment/
tooling sets.
* Directed several manufacturing and maintenance areas including drills, profile
, release crib, and laminations.
* Implemented CFM procedures for the core line and used activity-based cost team
experience; resulting in $5.8M savings.
* Managed the scale-up of Teflon based circuit board (HBGA) prototype line by cr
eating a 50 employee team composed of manufacturing operators, process engineers
, and maintenance support.
* Prototype line scaled from 8panels/day to 80panels/day over a period of 6 week
s. This was done while successfully maintaining capability to support developmen
t prototyping.
* Leveraged manufacturing experience and management knowledge to construct "What
If" scenarios and developed solutions that targeted positive change.