Tom Fletcher

My name is Tom Fletcher. I was responsible for the strategic business unit inside Flex.

My name is Tom Fletcher. I was responsible for the strategic business unit inside Flex.

My name is Tom Fletcher. I was responsible for the strategic business unit inside Flex.

We had built complicated stuff in North America. Complicated stuff that pushed us to create process, to create automation, to solve problems differently.

We had built complicated stuff in North America. Complicated stuff that pushed us to create process, to create automation, to solve problems differently.

We had built complicated stuff in North America. Complicated stuff that pushed us to create process, to create automation, to solve problems differently.

We were incredibly excited. We were excited to learn. We were excited for the challenge.

We were incredibly excited. We were excited to learn. We were excited for the challenge.

We were incredibly excited. We were excited to learn. We were excited for the challenge.

Absolutely tough but possible. If we can survive Apple, we can figure out Nike, for sure. Candidly speaking, I had probably a little bit of arrogance going in, knowing the kind of problems we'd solved before, thinking we'll go over here, we'll take a look, we'll figure out how to automate, we'll do our thing.

Absolutely tough but possible. If we can survive Apple, we can figure out Nike, for sure. Candidly speaking, I had probably a little bit of arrogance going in, knowing the kind of problems we'd solved before, thinking we'll go over here, we'll take a look, we'll figure out how to automate, we'll do our thing.

Absolutely tough but possible. If we can survive Apple, we can figure out Nike, for sure. Candidly speaking, I had probably a little bit of arrogance going in, knowing the kind of problems we'd solved before, thinking we'll go over here, we'll take a look, we'll figure out how to automate, we'll do our thing.

One of the first things I noticed when I went into the factories in Asia is the number of toothbrushes they use specifically to glue the shoes. Huh, like you'd put glue on the toothbrush and kind of... Yeah, and you'd swab it all around and you'd stick it together and you'd press that thing down and boom, the shoe goes down the line. All right.

One of the first things I noticed when I went into the factories in Asia is the number of toothbrushes they use specifically to glue the shoes. Huh, like you'd put glue on the toothbrush and kind of... Yeah, and you'd swab it all around and you'd stick it together and you'd press that thing down and boom, the shoe goes down the line. All right.

One of the first things I noticed when I went into the factories in Asia is the number of toothbrushes they use specifically to glue the shoes. Huh, like you'd put glue on the toothbrush and kind of... Yeah, and you'd swab it all around and you'd stick it together and you'd press that thing down and boom, the shoe goes down the line. All right.

My whole mantra to the team was, we're getting rid of all the toothbrushes.

My whole mantra to the team was, we're getting rid of all the toothbrushes.

My whole mantra to the team was, we're getting rid of all the toothbrushes.

We spent a lot of time trying to create a process where we could much more easily adhere the swoosh to the side of the shoe. What we talk about in electronic manufacturing is pick and place. Robot picks it up, robot puts it down, robot puts it in place, we move along.

We spent a lot of time trying to create a process where we could much more easily adhere the swoosh to the side of the shoe. What we talk about in electronic manufacturing is pick and place. Robot picks it up, robot puts it down, robot puts it in place, we move along.