David A. Peffley

A results-driven professional with a strong background in manufacturing, I have 28 years of experience and a track record of excelling in high-volume manufacturing environments. Throughout my career, I have served as both an individual contributor and a leader, overseeing exempt and non-exempt employees. Responsibilities have included worldwide project and program implementation to drive business objectives, as well as managing the Manufacturing IT Infrastructure group's expense budget. I have a proven track record in developing yearly plans, controlling budgets, and leading cost reduction efforts. Knowledgeable IT Project Manager with strong background in engineering principles and project management. Successfully led multiple initiatives to improve process efficiency and product quality. Demonstrated expertise in problem-solving and collaboration with cross-functional teams.

Problem Solving: Having held a variety of positions within Intel Corporation's Factory Automation as a Technical IC, GL and PM. I have had ample opportunity to develop my technical, people and organizational problem-solving skills. As example I influenced Data Center designs for future factory Data Center's. This design is utilized in any future Intel Data Center's saving Intel $$ in both power and cooling. When asked to look into an alternative to Engineering desktop systems used for data analysis I was able to pull together a team and design/develop the Virtual Desktop Environment being used in factories with a more secure solution that has saved the customers ~$460k to date and >$1M savings overall. This included planning, developing and implementing the change across all of Intel's Manufacturing and Assembly sites.

Networking: Having been the Program Manager for the Oregon Network separation project I worked closely with multiple developers and IT Network resources to successfully complete the project. As a Program Manager of the Win7 Shared PC deployment team I led the team coordinating with all sites identifying key contacts and fostering partnerships between Client Services, Automation touch services, Labs, Manufacturing and other key stake holders to ensure success of the program. I interfaced with all sites and Orgs across the enterprise that had P: drives and/or shared PC's in their environment. I sought out, identified key contacts and coordinated with representatives in 10 different Organizations ensuring awareness and what action needed to be taken locally to ensure success of the program, I facilitated install and transition of 24,000 Win 7 Shared PC's that were deployed across Intel's US and foreign sites. Standardization was paramount for success.

Communication: In many of my roles I have had to communicate status, plans and actual benefits to ensure alignment of stakeholders and decision makers on several different Projects. As the DC Business Continuity Plan (BCP) owner, I was required to present Capitol Purchase Analysis at Management Committee Meetings to secure funding of $2M-$4M per site (12 sites) ensuring approval/funding to move forward. As such communications was paramount with local sites, Finance as well as Automation stake holders and the Automation General Manager to ensure alignment. As part of the Win 7 shared PC deployment and P-Drive data migration project I communicated with a very wide audience across most of Intel on implementation plans, end user training and defining system migration windows. Formalized customer development request process to apply consistent ROI and cost benefit based prioritization schema. This elevated the most beneficial SW development request to the development group for inclusion in the next release of the requested application. Attended and partnered with Area Factory Engineering working groups to train the request process and then intake, develop, and prioritize their request's prior to elevating them to the development team for inclusion. As well tracked progress and gave updates to stakeholders, management and decision makers as to actual benefits gained from the request.

Leadership: I have chaired various User Groups, Task Forces, lead on multiple projects and programs for individual sites and across all of Intel. I successfully managed a cross Org team to implement the new network design to meet product ramp volume in Assembly Test Manufacturing. I developed an Efficiency Head Count standard model including change rate metric which enables more comprehensive site to site comparisons based on change variables to determine Model of Record for the Automation team. I have led the Cost Savings efforts in the Infrastructure Group identifying and driving initiatives to reduce cost including Vendor Maintenance Contracts. Member of the Cost Management Review Committee leading the Cost Reduction actions in the Infrastructure expense space to achieve the greatest benefit for Intel.

Influencing: As a Group Leader and a Program/Project Manager over the course of my career influencing skills are key in order to be successful. As Fab23 Support/Material Handling GL we were the first site to convert to A global support model which was a huge change to the support paradigm in place and caused much churn within the Org. I was able to influence the team to embrace the change and develop other skills needed to be successful. This success allowed global support to expand to all the sites and standardize overall Factory Automation support across Intel lowering costs. As a core member of the Automation Lean Core Team I was instrumental in driving the Lean initiative across Automation providing direct Lean training across multiple sites and teams putting the foundation in place for Automation resources to embrace the concepts.

IT/Manufacturing knowledge: As System Asset and Configuration Manager owner I have been in a unique position to have to understand, design and implement detailed support routing models for all Products and L2/L3 escalations. As such having held several positions in multiple groups I have a good understanding of the overall Automation systems. I have also worked very closely with Manufacturing and Engineering customers on a variety of efforts including my mobile device efforts giving me insight into their needs and goals as the environment becomes more complex for each process generation. Lessons learned by driving Kaizen events in multiple groups and areas has provided me with great insight during direct observation and process mapping activities in particular.