Tony Lee Williams

Tony Williams

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Education:

New York Film Academy
2014
MFA in Film Making and Acting Alabama State University
Aug 2012
BA in Theater Directing and Acting Chattahoochee Valley Community College
May 2010
AS in Business Management

Tony Williams Portland, OR

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Work:

Gibson Musical Instruments

Apr 2011 to 2000
Exec. Vice President, Global R&D Roland Corporation

Aug 1990 to Apr 2011
Vice President of Engineering/IT Sierra Instruments
Portland, OR
Oct 2001 to Sep 2003
Owner, President and CEO Gulbransen, Inc

Mar 1984 to Aug 1990
Director of Software Engineering CBS, Inc., musical instruments division

Jun 1981 to Mar 1984
Senior Embedded Software Engineer ARP Instruments
Lexington, MA
Aug 1979 to Jun 1981
Hardware Engineer

Education:

George Fox University
Newberg, OR
Jan 2011
MBA in Business Administration Western Kentucky University
B.S. in Electrical Engineering

Skills:

Personally developed and introduced several industry first products in the electronics consumer marketplace. Fluent in software (11 yr), electronics (6 yr), and mechanical (4 yr) engineering disciplines. Inventor on four US Patents. Led embedded, commercial, and enterprise client/server software development for 10 years, using a wide palette of development lifecycle practices and processes, including agile methodologies such as XP and Scrum. Led innovation in electronics and mechanical development for 15 years. Cemented platform development, product strategy, and roadmapping disciplines in globally dispersed divisions (USA, Japan, Italy, Germany, and China). Set up PLM, version control, issue tracking, and wiki systems to encourage collaboration. These systems were also used to unify several third party developers with our company developers. Established an engineering matrix organization and a stage gate product development process (PDP) in two separate companies. Followed through with PMBOK/PMP training for certificate and the equivalent of Six Sigma green belt training (as part of recent MBA program). Established a MS Project culture within a company, using a shared resource database and weekly leveling meetings with the project leaders, which built consensus on more efficient resource allocation. Worked with cost accountants to establish a project accounting system to track profitability to the project level. Set up metrics to measure application of engineering labor and manufacturing prototype projects. Established a contemporary product division in a predominately traditional product company, managing market analysis, VOC, product specification, product development, manufacturing, marketing, field service, and division profitability for three years. Led a custom engineering and field service function for 5 years, making several operational improvements. Championed, led, and architected a divisional business model conversion from build-to-stock, to build-to-order, then configure-to-order. This required major business process redesign to increase order fulfillment collaboration, improve engineering resource application to product innovation, and improve operational efficiency. This was a sweeping enterprise-wide business model change. I also architected and led the development of new IT enterprise systems to support this business model, including web-based configured order entry, back-end processing, and manufacturing data delivery. This system included the configuration of ERP/PLM/CRM and development of proprietary Java code product configurators, Oracle databases, and XSLT transformations to product production-level drawings, compiled sound binaries, CNC code, and field service and production assembly documentation. This system supported field reconfiguration of hardware and software features. Tools used: Spring, Struts 2, Velocity for web templating, XSLT, XML, Groovy, Tomcat and MySQL on RHEL and Ubuntu. Architected and led the development of a new product platform (multiple MIPS with RT embedded Linux) to support the configured-to-order product line that covered a 15-to-1 price range with a single embedded software build, reduced model development costs by 40%, increased revenue by 30%, and doubled the number of common parts. Created and led a senior executive planning team in development strategy and project selection/definition, integrating company financial goals, competitive strategy, core competencies, and total product line design. Effectively navigated the senior management ranks of a global Japanese company and became the technical and product management window of our USA division. Partnered with European (Italian, German, and Slovenian) manufacturing and engineering divisions, teaching them about products in our market and leading their development and manufacturing efforts on several projects. In addition to managing the normal version and document control systems, led the adoption of a BPM workflow engine, and set up automated and semi-automated business processes to handle engineer-to-order specification collaboration, customized and configured order fulfillment, and maintenance ECOs. Converted engineering and manufacturing portions of a company from 2D mechanical design to 3D, and set up PLM integration to SolidWorks 3D for archiving CAD document relationships and automatic creation of mechanical and wood cabinetry BOMs. Led the development of a proprietary point-of-production information system, which included assembly instruction workflow for the manufacturing group (i.e. home-grown MES system) and an online content editor. Used TQM, DFM, Lean, and Six Sigma methodologies in focusing priorities and making incremental improvements in business processes in engineering, manufacturing, and order fulfillment functional areas. Built and maintained an effective and innovative engineering and product development organization, while helping the employees grow professionally. The largest size was 58 people and a $7M budget. However, because of lack of engineering resources for some projects, I brought some manufacturing people into the realm of engineering, personally teaching CAD tools and engineering procedures, closely reviewing their work. Even though they eventually left the company for other positions with these newly acquired skills, this had a long-term effect on morale within our company and got us through a difficult time. During my tenure, several engineers became project leaders and functional managers, and some filtered out to improve several other sections of the company, such as manufacturing, field service, and marketing/sales. In a moon-lighting job, I set up and operated a full accounting and mini ERP system (pc/MRP under Windows over a home grown secure PPTP VPN between the 4,000 square foot factory and my house). I sold to retail customers and created a part number system, bills-of-materials, and a design data archive, which were previously missing in this purchased small manufacturing company. I developed a full line of lap steel guitars using SolidWorks and GibbsCAM that became one third of the revenue for the company.

Tony Williams Keizer, OR

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Work:

Pacific Paper Tube
Portland, OR
Apr 2006 to Apr 2006
Delivery Driver Rinchem Co. Inc
Hillsboro, OR
Aug 2005 to Apr 2006
Delivery Driver S&L Enterprises
Portland, OR
Jun 2003 to Aug 2005
Laborer Action Auto Body
Salem, OR
May 2002 to Jun 2003
Laborer Animal Supply Co
Donald, OR
Sep 2001 to Apr 2002
Delivery Driver

Tony L . Williams

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Tony Williams - Lawyer

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ISLN:

902728743

Admitted:

1972

University:

Black Hills State College, B.S.

Law School:

University of Missouri, J.D.