Dynamic, results-oriented project management professional with a demonstrated history of leading product design and development initiatives that increase revenue and market share. Expert at all phases of the product development lifecycle, from initiating innovative concepts to developing success strategies to working with customers on customization. Six-Sigma Green Belt who consistently delivers measurable contributions that increase productivity, efficiency and profitability. Effectively manage cross-functional teams of internal and external resources to consistently achieve superior performance.

Product Manager @ Develops the long-term product line strategy, forecast, and the annual operating plan. Provides product line budget requirements into the business unit annual operating plan. Drives the development of product introduction plans. Develops all aspects of the marketing mix to ensure the successful launch of new products and throughout the subsequent lifecycle. Presents marketing approach for functional review and to the change management review group. Drives pricing activity throughout the product lifecycle. Drives available marketing resources and uses those resources appropriately and as needed. Ensures that the product branding strategy is implemented effectively, and leads and supports internal and external communications in relations to the product range. Protects intellectual property of the organization, and works with legal counsel and engineering to ensure asset protection. From June 2015 to Present (7 months) Six Sigma Black Belt - Supply Chain Management @ Building and Executing an Integrated Supply Chain Strategy at Cummins. Responsible for developing the overall supply plan and presenting this plan through the Sales, Inventory and Operational Planning (SI&OP) process. • Developed a long term roadmap for future order management tool at Cummins. Worked with 12 plants across the globe to standardize the processes. • Managed a 6 member material team and implemented Dynamic Safety Stock methodology and developed a process for better inventory management at the North Carolina plant leading to $3.5M in reduced inventory. • Lead a large cross functional team representing 4 plants in the Southern Indiana. Developed a Plant Tooling and regrind management strategy which brought about 250K savings with a long term savings potential of $1.2M. • Streamlined processes in the distribution channel to improve management of service parts fulfillment. The improvements brought about a 10% reduction of customer escalations. • Lead a large cross functional team comprising of service, engineering and controls in laying out a vision for maximizing customer experience and streamlining the process for controls diagnostic development. From September 2012 to June 2015 (2 years 10 months) North American Heavy Duty Automotive Product Manager @ Translate business requirements into pragmatic, innovative products. Communicates to Marketing Communication and Engineering the product line vision, value proposition, and functionality. Approve new business opportunities that come through from the field by evaluating and driving product management processes (e.g., long term product strategic business and product requirement plans). Ensures the right blend of trade-offs to maximize the product impact in the marketplace (competition, timing, costs, internal capabilities). Researches market need and creates the business case for assigned product. Analyzes financial impact of program changes, manages cost and cash flow model for products. Leverages product/market knowledge to assist cross-functional groups including Marketing Communication and field personnel with training content. From August 2010 to August 2012 (2 years 1 month) Operations Specialist @ Oversee the financial planning and analysis function for the production, distribution and inventory of finished products within the division, identifying opportunities to maximize resources and control costs. Constantly review existing and establish new processes, policies and guidelines to ensure specifications are met internally, with suppliers and at distributors. Conduct distribution and network studies, monitor inventory and analyze requirements to achieve all metrics, including delivery time, order fill rate and unit cost. Partner with senior-level managers to identify and resolve internal problems. From October 2008 to July 2010 (1 year 10 months) Mechanical Development Engineer @ Led new product design programs to develop next-generation engines, sub-systems and components, providing design and development from concept to production. Directed engine and component testing, analyzed failure reports, and identified and corrected problems. Liaised across multiple internal groups (design, structural analysis, assembly, quality, service, purchasing, union personnel, etc.) to gather required information and ensure projects remained on schedule. Worked with worldwide engineering and supply resources in procurement and project support. Recognized subject-matter expert for the new crankcase ventilation system. From August 2005 to September 2008 (3 years 2 months) Design Engineer @ Provided design, testing and production support for new products and technologies in filtration and liquid filtration modules. Worked with key customer partners (including Chrysler, International, Scania, Mahle and Komatsu) to introduce new products and customize existing products to meet new requirements. Assisted sales and costing during the quote process. Utilized Pro-Engineer, ALD and DFSS to model and develop new designs. Key contributor to cross-functional teams that reduced costs and improved processes using Six Sigma and Value Package Introduction (VPI). From August 2002 to August 2005 (3 years 1 month) Intern @ Part of the Engineering team coordinating and planning Capital Repairs of Blast Furnace Worked in a Design group to design a Burden Feed using an Electromechanical Gate System for uniform feed of burden into the blast furnace after identifying the problems facing the manually operated chain wheel rack and pinion gate opening. This improved the quality of steel and decreased the cost of clean up. From November 1998 to May 1999 (7 months)

MBA, International Management @ Thunderbird School of Global Management From 2007 to 2009 M.S, Mechanical Engineering @ Tennessee Technological University From 2000 to 2002 BS, Mechanical Engineer @ Andhra University From 1995 to 1999 Jessil Joseph is skilled in: Automotive, Data Analysis, Team Building, Six Sigma, Cross-functional Team Leadership, Product Development, Lean Manufacturing, Continuous Improvement, Manufacturing, Strategy, Engineering, Process Improvement, Product Management, Supply Chain Management, Program Management