Michael A. Seidel

Enterprise Risk Management, addressing corporate risk exposure and mitigation. Business Continuity Management, leveraging cross business practices and driving corporate and partner preparedness.

Create Global Offset & Industrial Participation opportunities for HP, leveraging HP's manufacturing and supply chain engagement globally. Increase HP product sales and generate bottom line cash-income jointly with HP's sales teams.

Financial responsibilities as treasurer, and oversight responsibilities as board member of ACS.

As a Board Member we meet monthly to review the health of the agency, the operational highlights, and give guidance to the Executive Director of the agency. Additionally I am heading the Strategy Committee for Long Range Planning, setting the long term direction of the agency and enable short term operational decisions. In order to do so, I am leading a team of four board members, two Stanford MBA fellows, the Executive and the Development Director of the Agency.

Responsible for the effective delivery and implementation of an Enterprise Resource Planning and Business to Business system supporting one third of HP’s overall direct material purchases by managing a core team of individuals with finance, business process and procurement background - globally. Implemented new invoicing system to enable expedited custom clearance of finished goods, eliminating delay or rejections, resulting in savings of $1m per month. Defined and setup a global reporting system for clas

Consolidated nine distributed, unique procurement tools into one global, standardized ERP system. Business owner of all requirements, and management between IT delivery team and business user entity throughout implementation of an Enterprise Resource Planning system for HP finished goods shipments. Initiated and lead a major system simplification to improve user efficiency and data integrity, cutting complexity in half and increase efficiency by 80%. Defined and implemented key business measurements.

Initiated new External Sales Program, established customer contacts and monitored program expansion, allowing HP to leverage its buy power and internal processes, adding profit to its bottom-line. Created post spin-off supply chain support model for ex-HP entity (new model definition & training in regions). Performed supplier selection, analysis and audits in key emerging regions to enable cost competitive manufacturing on a global basis meeting required quality and technology standards

• Developed strategy for production transfer from newly integrated companies to the parent company. • Performed analysis of internal transfers and industry benchmark. • Published new guidelines for future transfers. Successfully trained internal organizations on new transfer process.

Assessed the impact of Computer Integrated Manufacturing (CIM) processes on the productivity of the assembly process linked with original product data. • Presented management with a recommendation of how to improve the current process/information flow.

• Developed and implemented an internal Job Exchange Tool and work flows on Lotus Notes to be used by the corporation world-wide. • Conducted internal acceptance survey and executed change management education. • Evaluated external consulting firms and appointed contract to best overall fit.

• Investigated feasibility of using a new resin in the manufacturing of lenses with hands on laboratory research. Evaluated the results and presented it as a final report to management. • Performed on-site visits and discussions with the country general managers of major Swiss companies such as Nestle, Schindler and Novartis (former Sandoz) to understand cultural difference and challenges encountered by foreign companies in Japan

Main focus on Production and Technology Management, Manufacturing Technology, Business and Economics