Shellie Molina

Reported to the SVP of the $1B Industrial Manufacturing Business Unit, responsible for North America Clients and $110M revenue. Leading CXO relationships to solve cost, delivery, quality, and business process challenges in the areas of Finance, IT, Supply Chain, Procurement, Customer Care and Data, Technology and AI. • Created and implemented a Strategic Sales plan that resulted in a 50% increase in profitable customers and 25% of top line revenue growth in an industry hit hard from COVID and travel restrictions • Implemented a sales operating system that improved forecasting accuracy, functional communications and streamlined quarterly reporting. • Authored a White Paper “2024 Predictions for the Industrial Manufacturing Sector “which educated our clients on what is coming in 2024, what they should be prepared for and Genpact offerings to address the challenges. • Assigned to solve an unhappy Client with Genpact’s performance while their business was facing unprecedented challenges from quality and COVID travel restrictions. Turned the relationship around to a promoter in 6 months and gained CXO support to grow the business by 25% during their budget freeze. • Embraced the Partner & Alliance strategy by working with Deloitte, High Radius and Kinaxis which generated over $75M in new bookings. • Formed an Aerospace Industry Council consisting of 6 CXOs representing 7 companies to establish our offerings and network, this enabled us to grow the client base by 80% • Developed and executed a strategy for the Renewables sector by creating unique offerings and solutions for high growth companies resulting in 5 new clients and $5M in revenue in 18 months. • Recognized as an Industrial Manufacturing Guru and earned a leadership award for creating content and teaching over 1000 individuals through Genome (Genpact’s learning platform).

ROLLEASE ACMEDA, Stamford, CT (Remote) 2017 – 2019 Private Equity Owned: Leading innovator of precision hardware and automated shade solutions Chief Operating Officer Reporting to the CEO, led global operations for a $150M business, Budget Management, IT and Systems, Customer Service, Materials Management, Operations, Distribution, Quality and Sourcing. 75 team members in four countries. • Designed and implemented a global supply chain, eliminated regional and department silos, aligned goals with the business, improved global revenue by 15% and increased customer service response time by 50% • Developed S&OP, centralized procurement and standardized processes to increase on time delivery by 25% • Established a global sourcing team that achieved over 10% cost in savings in one product category in the first year • Implemented a strategic global site consolidation plan that reduced total operations costs 5% annually; 7yr $10M • Instituted a global culture of accountability improving business performance, customer trust, and employee satisfaction, which improved all key metrics by as much as 20%. • Implemented a sales operating system to review customer feedback, initiatives, and concerns which improved the sales organization relationship and reduced customer complaints by 40% and internal escalations by 80% • Drove a highly complex product transition for the US’s largest customer, created the strategy, implemented the program and grew the customer revenue by 20% and the customer had zero end customer delays

VP Global Sales Operations, S&OP and Customer Service (2016) Reporting to the CCO, Assignment from the CEO to create and implement Sales Operations Function. • Consolidated several disjointed teams to create the Sales Operations function, implemented Saleforce.com, aligned goals and objectives to support the Global Sales Organization, this resulted in the adherence to project/sales visibility by 40%. • Created an operating system to hold the sales team accountable for project/sales targets, which aligned to the S&OP process, and resulted in exceeding financial targets by 10%.

Reporting to the COO, responsible for the Global Supply Chain, including Customer Service, Demand and Manufacturing Planning, Procurement, Sourcing and Warranty Support for Module Manufacturing and Utility Scale Solar Power Plants. 500+ employees in four different locations, supporting five global regions and a $2B spend. • Responsible to the BoD for a significant warranty issue; Low Power Modules, forecasting the budget, project management and negotiations of all claims, resulting in the project coming in just under budget and hitting all established metrics. • Restructured the Global Supply Chain to proactively respond to extreme market conditions, which drove the business to change strategies 4 times in 5 years, the restructure and reduction in force resulted in a YoY department savings of 10%. • Developed and implemented Executive S&OP managing $3.5B in Sales and improved the module allocation process which resulted in higher customer on time delivery and margin. • Selected and deployed Kinaxis RR Planning System to reduce Finished Goods Inventory by 20% • Integrated Warranty Management Tools and Processes, which improved claims cycle time and response time by 30%.

Reported to the VP of Customer Service, customer facing role with a team of 200+ people supporting $2B in sales for the Aerospace Aftermarket Business, led four global order management contact centers located in Prague, India, China and North America. • Improved Net Promoter Score from negative to positive in 12 months by restructuring the global team, defined roles and responsibilities, redesigned all aspects of the customer contact process, implemented quality metrics, partnered with materials to improve on time delivery. • Implemented the first NON Operations HOS (Honeywell Operating System) for Customer Service globally, and was awarded gold status in 24 months. • Insourced the India call center to the US, trained 30 Customer Service Representatives on the entire Aerospace product portfolio and completed in 3 months and under budget resulting in improved customer satisfaction by 50%, • Implemented Salesforce.com throughout the customer service organization, which improved call resolutions, improved contact cycle time and overall customer satisfaction.

Reported to the VP of Global Supply Chain, Aftermarket, directed a team of 150 + at five global locations shipped over $1B in annual revenue. Simultaneously, held duel assignments, responsible for all Business and Functional requirements for the SAP ERP deployment for the $2B Global Mechanical Repair & Overhaul and Global Distribution businesses. • Reorganized the Global Distribution team, resulting in personal accountability of each member and overall site performance, reduced headcount by 17% in 12 months and maintained or improved all key metrics. • Led a Lean Event that reduced inbound cycle time by 80% • Drove day by the hour metrics, which eliminated the hockey stick of production performance and leveled the revenue plan • Designed and implemented an Operating System to engage the Business and Functions for each of the SAP Deployments, which enabled the organization to maintain a $2B sales target with high customer satisfaction through the deployment • Led the decision for the planning of the deployment priorities and execution for three major sites. • Developed Site Recovery Plan for Post SAP Go-Live, which resulted in a very organized and responsive go live.

Worked for the President and CEO of Honeywell Aerospace in a leadership development assignment. • Core Member of the largest corporate reorganization in Honeywell’s history - $10B business & 30,000 employees – co-lead the Integrated Supply Chain restructure

• Six Sigma/Lean Transformation Leader • Site Operations Leader for a Union Facility • SIOP and Inventory Leader • Led projects to outsource circuit card assemblies from 5 factories to consolidate to 3 partners

Sourcing, Buying, Production Control, Customer Service, Operations, Warehousing