DAVID A. REMBECKI
DIRECTOR / MANAGER OF HARDWARE DEVELOPMENT
New Product Design / Technical Management / Requirements Analysis / Cost Control / Global / Multi Sites / Technical Innovation & Documentation / R&D / Staff Development / Multi-Phase Design / Project Management / Hardware and Product integration and Verification / Lifecycle product support / Customer Support / Regulatory Compliance / Matrix management
A consummate leader with significant R&D, technical design and project management experience for complex electronics devices and systems, I maintained aggressive schedule commitments while ensuring high product reliability and quality. Analytical, I streamlined efficiencies and executed cost-cutting procedures.
With advanced management capabilities, I directed teams ranging from 20 to over 130 engineers and budgets approaching $30M. I have a proven record of delivering simultaneous development projects in expanding or contracting economic times, on or ahead of schedule, at planned or below cost. My abilities include:
• Planning, designing and executing high-tech, state-of-the-art products
• Applying leading-edge technology to deliver innovative solutions
• Identifying and mitigating technical, financial and schedule risk areas
• Resolution of customer and factory issues rapidly with high quality
• Building top-producing, cohesive teams to ensure the highest quality standards
• Managing and delivering full product lifecycle
I earned both my MS and BS in Electrical Engineering from the University of Michigan, and I am currently working toward PMP certification. I’ve won multiple awards, including Nortel’s Award of Excellence. A strong leader and an effective communicator with exceptional people skills, I am able to inspire others to perform at their best.
SELECTED ACCOMPLISHMENTS WITH NORTEL
Cut product introduction time in half. The time required to move a design from concept to full production and sales was exceedingly long. Proposed and implemented concurrent engineering, allowing certain design steps to be initiated simultaneously. Cut production time up to 50%. Standardized the process division-wide.
Solved line noise problem with predictive model. Increased voltage demand during peak hours caused line control circuit cards to turn on and off instantaneously, resulting in unacceptable line noise levels. Replacing ~500M cards was impossible. Developed mathematical model to determine which customer locations were susceptible. Implemented simple, low-cost wiring upgrades, eliminating problem and restoring customer satisfaction.
Redesigned circuit cards, doubling output. With surface mount technology and improved Gate arrays, used space on circuit boards decreased. Led program to redesign circuit packs, allowing two to fit on one board, doubling capacity. Developed 25 cards over two years with average annual savings of $100K each, saving company $2.5M annually.
Balanced service levels during divestiture. When Nortel sold its manufacturing division the new company absorbed many hardware development team members, jeopardizing ongoing projects. Negotiated a co-location plan allowing affected sta...
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