ANDREW LEVIEN
Mobile - (773) 387-5548
Andy@Levien.co
7372 S Sourdough Dr, Morrison, CO 80465
http://www.linkedin.com/in/andrewlevien
EXECUTIVE ENGINEERING LEADERSHIP
Medical Devices • Industrial Sensors & Automation • Startups • Business Development
VP Engineering & Ops Emerson Electric • President & Global Ops VP Norgren
CORE STRENGTHS
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Delivers high sales growth new products by leveraging deep experience in engineering, sales support,
marketing and operations to find solutions to seemingly conflicting demands often found in today’s
businesses and markets
Extensive executive P&L operating management in domestic and global manufacturing.
Drives sales growth and process improvements through continuous improvement culture and lean six
sigma philosophies. Certified lean six sigma sensei.
Quickly establishes strategy and project plans that link to individual and functional action plans with
measures to verify new product technical performance, growth, and financial objectives.
Works seamlessly across all functional areas of business to develop highly effective teams. Seasoned
strategic planning, listening, and coaching skills forges a unity of purpose for breakout performance.
Organizational experience from startups, mid-market, to global 1B$+ enterprises. Over 13 years with
leading Fortune 100 Company (Emerson Electric) with a career path of increasing responsibility.
Understands the vital importance of process selection based on enterprise context and culture.
CAREER HIGHLIGHTS
Norgren Group (4 years)
•President & GM Fluid Controls
•Global VP Operations
Fluid Handling, Medical Devices
General Industrial, Pneumatics
Emerson (13 years)
•SVP Operations & GM
•VP Marketing and Bus Dev
•VP Engineering
•Director of Research
•VP Engineering
Process Industry, Instrumentation &
Controls
•Engineering and marketing roles
Industrial/commercial sensors
Dept Defense research
Various Startups in SF Bay Area
(14 years- details upon request)
Industrial Heating Systems & Controls
PROFESSIONAL EXPERIENCE
ArcScan
2009 – Present
President & CEO
ArcScan is a late stage startup developing a novel ophthalmic ultrasound imaging system supporting next
generation developments in refractive surgery and treatment of cataracts and glaucoma, regulatory approvals
expected next spring. Current focus is on completion of product design and regulatory submissions (FDA
510(k) & CE Mark). I am currently leading effort to identify the next round of equity investment and/or sales and
distribution partner and to expand the company’s patent portfolio with the submission of 5 provisional patents in
the last six months.
Ubi Diagnostics
2010 – 2011
CEO and Co-founder (in partnership with Northwestern University Innovations and
New Ventures)
Ubi is a pre-seed stage startup developing ehealth solutions to improve outcomes and reduce costs utilizing
current and future smartphone based sensor technologies, novel pattern recognition and machine learning
Andrew Levien
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techniques to provide 24/7 realtime monitoring of disease progression, therapeutic drug effectiveness and
dosing, and tracking of rehabilitative strategies.
Norgren Group (part of IMI Plc)
2005 - 2009
President & GM Fluid Controls - 2007-2009
Fluid Controls was a newly formed business consisting of four operating units in the US and Europe. This was a
full P&L role with combined sales of 200M$ and 1,200 employees. Technology focus was on specialty miniature
valves, pump technologies, multiplayer manifold technologies and integrating electronics as well as OEM
specific fluidic solutions. All four of these units differentiated on product technology with a high level of
engineering to order customization.
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Grew a new Life Science sector business with sales of 60M$ within 2 years for medical devices,
diagnostic and analytical equipment components. Growth in 2008 of 11% with expected growth in 2009
of 5-7% despite global slowdown.
Acquired 2 new medical device businesses that brought significant breadth to product offering.
Integration activities brought both units to operating margins at or near 20% within 2 years.
Drove much shorter quotation lead times (from weeks to days) and full enterprise commitment to the
customer upfront by implementing a transparent and consistent process for all OEM quotation activities.
2.7M$ in annual operating savings and15-20% inventory reductions, 50% lead time reductions at the
European sites as a result of a multi-site lean enterprise improvements.
Global Vice President of Operations 2005-2007
Norgren is a leading global manufacturer of pneumatics components and controls serving a diverse set of
industrial, automotive and medical market sectors. With sales of 1.2B$ worldwide and over 6,000 employees,
Norgren sells and manufactures its products throughout Europe, North and South America, and Asia. Reporting
to this position are the VP Global Strategic Sourcing and the VP Global IT. The regional (Europe, US, Asia)
operations leaders reported to this position dotted line with solid line reporting to their regional presidents or
managing directors.
 Achieved annual operating savings of 37M$ with a payback of under 20 months through implementation
of a global operations rationalization strategy. Low cost manufacturing headcount increased from 16%
of total (Mexico & Czech Republic) to greater than 35% while high cost sites were consolidated to
leverage engineering and manufacturing capabilities.
 Implemented a global operations review process linked to Norgren strategic plan and SQDC (safety,
quality, delivery, cost) metrics. Cost and working capital reviews were linked to global metrics and local
site projects.
 Implemented a Norgren global strategic planning process encompassing operational and strategic
metrics for all regions.
 Audited operating savings by year in excess of 3M$. Lean champion network established with cost
savings measured by project. Buy in from both finance and operations leaders insured results in P&L.
Emerson Electric
1993 - 2005
Senior VP Ops and GM (MicroMotion) 2002-2005
Micro Motion is a 280M$ manufacturer of industrial coriolis technology flow sensors with manufacturing facilities
in the US and Mexico, and distribution centers in the US, Europe and Asia. Reporting to me in the General
Manager role were Vice Presidents of ebusiness/IT, Marketing/Business Development, Engineering,
Manufacturing Operations, and Materials with cash flow and P&L responsibility through gross margin.
 Sales grew by 20% through a combination of build out of a digital electronics platform, new low profile
flow sensors, and highly successful niche products.
 Customer service levels improved from 66% to 90% due to lean focus on operational excellence and in
tandem with new products was key to driving sales growth (see above).
 Gross margins improved by nearly 10% through key cost reduction programs in low cost country
manufacturing, salary restructuring and material cost containment.
4M$ in labor savings were delivered through the move of our flagship product to Mexico. This
site became our lean enterprise showcase.
10M$ in annual material savings from outsourcing strategy for electronics, die castings and
high volume machining. Also achieved inventory reductions and delivery improvements. 80%
of all material purchases from 10 suppliers through supplier consolidation program.
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18% productivity improvements and floor space reduction in US from new lean mixed model
lines facilitating consolidation into new smaller facility in the US.
Achieved 2% margin improvement by implementing a rigorous metrics based Operations cost
review at US and Mexico sites to attack all conversion overhead costs.
Labor cost in Mexico site reduced by 22% by implementation of proficiency based wage
structure by utilizing lower education grades for roughly 60% of workforce.
20% savings in manufacturing salary by elimination of 1 layer of manufacturing management.
Inventory turns improved from 3.8 to 6.4 driven by the deployment our lean strategy. This program
extended early success in flow manufacturing to lean events in all facets of enterprise including
improvements in order entry processes linking operations and sales support teams.
VP Marketing and Business Development (MicroMotion)
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Vice President Engineering (MicroMotion)
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2000-2002
New product sales of over 20M$ within 2 years and increase in 14% of total unit volume from
introduction of a low tier product at a price point that greatly expanding the company’s servable market.
9M$ in contribution margins from new low tier product which was developed from an existing product
platform bringing the product to market under budget, ahead of schedule, and with less than 500k$ of
capital investment and greatly increasing the utilization of product line capacity in Mexico.
Introduced a global business development roundtable with focus on niche specific products utilizing
lower price point of low tier product.
1997-2000
Doubled the number of new product introductions in first year compared to prior 3 years. Demanded a
higher level of commitment to project planning and execution combined with a product derivative
strategy.
Sales of new products developed during this period represented 15% of total sales in the following year.
Developed a recovery plan to retain critical talent in software group at the height of dotcom boom. The
plan included setting up a remote engineering office to accommodate the commuting needs of this
group while also quickly moving to terminate ineffective leadership. Instituted critical software process
improvements (SEI CMM level 3 equivalents) that were key in reversing software quality problems.
Vice President Engineering (Chromalox)
1995-1997
Led the development of a multi-site product development and cost reduction project planning system that
required regular multi-site planning meetings with sales/marketing attendance forging cross functional buy-in on
all projects.
Director of Research (MicroMotion)
1993-1995
Established a research review process that tied research priorities to business priorities and market
opportunities which led to the founding of a Business Development group. Implemented the first initiative to
develop commercially viable DSP technology for our electronics. The success of this early DSP technology
work remains a key technical differentiator for the business even today.
Various Technology and Marketing roles (7 startups in California and Colorado)
1978-1993
Details available upon request
EDUCATION
MS Mechanical Engineering, Honors, UC Berkeley 1978
BS Mechanical and Nuclear Engineering, Honors, UC Berkeley 1977
Emerson: Executive Leadership Program, Lean Leadership Program
Lean Six Sigma Sensei certification – Villanova University
PATENTS (US): 5,734,112
5,497,666
4,756,198
4,730,501
4,660,421