Chris H.

Supporting operations execution and improvements at Valor portfolio companies.

Mobile charging, ePTO, and EV powertrain solutions for commercial applications (shuttle buses, boom trucks, class 2-5 trucks). First member of the Quality team, established a strong foundation of operational excellence to enable scale.

Hired as the first Quality team member at the company building the future of Defense. Led and achieved initial AS9100 certification across multiple global locations in 8 months. Created and implemented processes for product development (hardware and software), supply chain, and manufacturing. Led the integration of acquisitions into the QMS, including certification. Grew the Quality team from 1 to 7 members with internal and external candidates.

Oversaw the global quality organization in a $1.5 billion business across 14 locations in the USA, Mexico, Denmark, Germany, Turkey, India, and China. Created and deployed global quality strategy companywide. Spearheaded and improved global customer satisfaction, COQ, and NDT. Oversaw relationships with GE, Proterra, Siemens Gamesa, and others. • Created global quality team and recruited candidates from inside and outside company to fill new positions. • Introduced new, standardized global processes to improve performance.

Directed the entire quality organization in a $2.5 billion business across 43 plants in USA, Mexico, Canada, Venezuela, and Colombia through eight reports. Oversaw global management systems to meet ISO 9001, IATF 16949, ISO 14001, and others in a $9 billion global business through nine global direct reports. Created and deployed total quality strategy in North America. Spearheaded customer satisfaction, COPQ, quality audits, and supplier quality in the North America region. • Instituted new organization structure in North America to improve quality in plants. • Recruited and built up new global management team based in the USA, Brazil, Turkey, Belgium, Hungary, and Malaysia. • Strengthened relationships with Ford, P&G, and others. • Consolidated quality activities at plant level, including PPAP and problem-solving. • Led plant visits to understand reality in plants and drive quality mindset in plant managers.

Led the quality organization in 35 plants in ten countries in Asia through eight reports. Mentored and coached QA managers to promote mindset of quality improvement at each plant. Created and deployed operations quality strategy in Asia Pacific. Used data and process analysis to drive focused projects to improve quality. Oversaw customer satisfaction, COPQ, quality audits, and supplier quality in region. • Instituted training program to develop site QA managers to conduct cross-site audits. • Built regional team from two people to eight people to support country and regional activities. • Developed customer relationships with Toyota, Ford, P&G, Apple, and others. • Created QA/QC scopes to clarify roles and responsibilities at plants. • Led site visits to understand reality in plants and drive quality mindset in plant managers.

Spearheaded the quality organization in seven plants in China, Singapore, and Malaysia through one direct report and five indirect reports. Mentored and coached managers to promote medical and automotive requirements. Mitigated customer and user risk by establishing systems to proactively solve problems. Coordinated resources to support internal and customer quality expectations, including PPM, scrap, and rework. Developed and implemented regional quality strategy. Orchestrated global activities in region. • Developed training processes to equip SQEs to manage localization of components, leading to timely PPAP approvals with zero defects. • Coordinated automotive production transfer from Europe, successfully launching with Ford in North America. • Improved customer relationships through onsite and virtual meetings with customers, including TRW, Nexteer, Ford, and Johnson & Johnson. • Contributed directly to localization activities by auditing suppliers in China.

Directed a department of 60 people through five direct reports and budget of $1.6 million. Reviewed and approved corrective action reports prior to submission to customer. Acted as management representative according to ISO/TS 16949. Oversaw quality management system and coordinated internal audits, including layered audits. • Created and deployed customer complaint fast-response procedure. • Coordinated implementation of GM Quality System Basics. • Worked closely with customer representatives from GM and Ford.

Worked closely with Chinese and Indian colleagues to transfer products from NPI in Japan to production. Facilitated creation of Japanese customer strategy. Oversaw customer complaints for customers in Japan and Japanese customers globally. Implemented and directed ISO/TS 16949 quality system for site. Reviewed and approved DFMEA and APQP activities. Coordinated review of lessons learned. Participated in global and local project steering committees. Increased Nissan Japan customer quality rating from average of 73% in 2007 to average of 94% in 2009. Received award for company from Nissan Japan for “Top Rank” Quality Performance in 2010.

Managed eleven direct reports at a $50 million Tier 1 automotive supplier.

Led continuous improvement projects, drove cost savings, and trained in lean tools in 3 sites in the United States.

Automotive plastics working with BMW, Chrysler, GM, Ford, Denso, Honda.

Supervised twenty operators and technicians.

Operated injection molding machines and assembly equipment.