Humberto Belloso

•Manage all aspects of HR, Finance and Executive Office budgets and the CPO/CFOs ~$550M annual investment and +3k employees to ensure goal execution within budget while driving resource efficiencies. •Provide strategic support across all Compensation and Benefits decisions impacting ~$20B annual spends •Manage the Intel Foundation cash flow and budgets

•Oversee all aspects of the end-to-end engineering team and managing its ~$300M annual spends and +2k engineers to ensure goal execution within budget •Quickly improved the quarterly forecast accuracy from 20-30% variances down to +/-2% •Solved +10% 2nd half ’22 target reductions through proactive collaboration, partnering and influencing •Influenced the resourcing strategies and the customer agreement negotiations to enable a path towards a consistent +95% headcount utilization

•Provide strategic support to the Network Platform Group (NPG) through portfolio management of ~$500M annual RnD investments and ~$5B PnL. As well as manage the financial planning and budgeting processes for the direct ~$200M annual spends. •Managed and solved for the portfolio complexities of a highly technical ~$500M annual investment, across 5-10 different organizations and +3000 headcount, and in support of +20 programs and products. •Supported the integration of a merger and acted as the CFO of the entrepreneurial business, as a key strategic partner got them to their 1st ever revenue and to having a robust path of growth and profitability

•Provide strategic finance support for the Networks and End-User Computing and Communications portfolios totaling about $235M annual spending. •Lead the relationship with the IT procurement organization that manages +900M of IT spends annually.

•Optimized the financial results around the assembly equipment procurement and supply chain decisions, this through strategic financial analysis, influence and partnership. •Developed and implemented an affordability program, through the use of unit cost benchmarks and other targets, that is the goal setting tool for driving supply chain back-end savings, $150M+ in savings and counting •Influenced many selections and contract negotiations driving $100M+ in NPV savings •Developed a BI tool that not only improved the decision making velocity but also saved 800+ hours/yr

•Provide strategic financial analysis supporting the procurement of Substrate manufacturing equipment, and the supply chain decisions around spares and services for the back-end organizations. •Co-developed and drove the implementation of a strategic negotiation plan with pre-approved positions that enabled the savings of 250+ hours of top management time per year

•Support the supplier management team (APT) in all strategic aspects of the Integrated Facilities Management (IFM) relationship with the supplier •Drove efficiencies around processes and controls, this resulting in time savings over 200 hours •Through trust and results earned a seat on the negotiations table and achieved $20M+ in savings

•Oversaw all activities related to both of the US subsidiaries and analyzed potential investment opportunities. •Prepared and monitored budgets for a couple of subsidiaries. •Modeled financial results and forecasts to value subsidiaries and investments opportunities. •Booked all journal entries for various subsidiaries. •Provided strategic leadership on the development of new products and programs.

•Prepared and presented recommendations to the executive team, following analysis of investments. •Analyzed monthly sales of 10K+ SKUs and oversaw allocations to maximize storage capacity and increase dispatching efficiency by 20%. •Initiated and executed cross-functional innovative projects that increased warehouse storage capacity by +25%. •Evaluated and regularly modified distribution routes to scale resources while improving shipping effectiveness. •Developed and implemented KPI’s for the frequent evaluation of operations of all distribution centers. •Forecasted results of distribution centers, supported by economic, industry and business trend analysis. •Co-developed an inspection workstation with the capacity to check approximately 11% of daily orders, resulting in a 1.5% decrease in errors.