Ofer Yuval has over 30 years of experience in management roles in high-tech companies. He has a Master's in Business Administration and began his career as a mechanical engineer. Notable roles include CEO positions at Infocyclone and Elbit Vision Systems, and Vice President of Operations roles at Scitex Corporation. He has experience turning around companies, developing new products, raising capital, and improving operational efficiency. Currently he works as a business consultant, helping companies improve performance and serving on private company boards.

1. Ofer YUVAL
9 Shaar Hagay St, Haifa 34862, Israel. Tel: 972-5-44992515 e-mail: ofer.yuval@gmail.com
Education:
1990-1995: Tel Aviv University, Master in Business Administration (MBA).
1982-1985: Technion, MSc. in Mechanical Engineering (not completed).
1978-1982: Technion, BSc. in Mechanical Engineering.
Experience:
2004-: Consultant.
Business Development, Strategic and Operational consulting to High-Tech and other
firms. Helping management to steer the company and boost performance.
Board member position in private industrial companies.
2002-2004: CEO and President of Infocyclone Inc.
Infocyclone develops a software product to boost Databases and Applications performance.
Reinforced management team, reshaped the company’s road map and structured the R&D team
to develop a product from technology, hired sales and support team in the USA, and generated
early sales in Europe and the USA .
2000- 2002: CEO and President of Elbit Vision Systems (EVS).
EVS develops, manufactures, markets and supports automatic optical inspection and quality
monitoring systems for the textile and the non-woven industries. EVS is a world leader in its
market. EVS shares are traded on NASDAQ under the symbol EVSN.
Spearheaded revitalization and recovery of rapidly falling company, leading massive turnaround
efforts to increase declining revenues. Led the company from severe financial losses to break-
even in just 2 years. Increased revenues by 5% year to year despite bad market conditions, while
reducing expenses. Reshaped company strategy and roadmap, repositioned its products and
developed new markets. Launched new products.
Raised capital from a strategic investor.
Averted personnel crisis, rebuilt staff morale, minimized high employee turnaround by introducing
management empowerment policies, initiating new stock options program, setting clear goals and
performance metrics.
1985-2000: Scitex Corporation Ltd.
Scitex was a world leader in digital imaging solutions for graphics communication, which designs,
develops, manufactures, markets and supports products, systems and devices for the digital
preprint and digital printing markets. A worldwide network of direct sales and service offices,
dealers, resellers and OEM partners provide global sales and customer support. Scitex shares
were traded on NASDAQ under the symbol SCIXF.

2. 1998-2000: Vice President Operations, Corporate Manufacturing and Logistics
Manager.
Corporate officer responsible for worldwide manufacturing and logistics activities.
Formed and implemented global operational strategy. Instituted large scale outsourcing of
logistical activities. Restructured worldwide customer support logistics.
Formed an international purchasing organization.
In charge of defining and implementing a global information system.
Member in the board of directors of IRIS, a high-tech company registered in Massachusetts.
1995-1998: Vice President Operations
Overall responsibility for production and inventory planning, purchasing, material handling and
distribution, inventory and Cost of Goods Sold.
Built a world class logistics organization by formulating operational strategy, recruiting and
training professional, highly motivated staff. Reduced expenses and inventory level dramatically
while improving products availability and customer service.
Led large scale complicated business negotiations.
High awareness to P&L and cash flow aspects and involvement in the financial management of
the business. Played a key role in forming and executing a turnaround plan, which included a
10% increase of gross margin and a change of cash flow from operation to a positive one.
Experienced in acquisition, restructuring processes, joint ventures and cooperation with other
companies. Launched a new ERP system.
1989-1995: Integration Plant Manager
Overall responsibility for an assembly and integration plant of highly sophisticated equipment.
Managed growth from a $60M business to $200M. Managed 150 employees doing integration,
testing, quality control, engineering, hardware and software development, production planning
and control. In charge of the phasing in of new products demanded involvement in the early stage
of a new product’s definition and design. Management in a very dynamic environment demanded
close contacts with the market and continuous improvement of costs, quality and flexibility.
1986-1989: Scitex UK Customer Support Supervisor and Chief Engineer
Customer satisfaction and P&L responsibility for the UK service organization. Managed 20
employees working in four service offices in the UK. Management of logistics, including
warehouses, inventory handling and planning, import and export. Established a central dispatch
center and implemented a computerized service and inventory management system. Achieved
high customer satisfaction and improved financial results.
Developed a team of professional support engineers doing maintenance and installation of
complex equipment: laser plotters, computers and peripherals.
1982-1985: Armament Development Authority (Rafael).
R&D engineer of electromechanical airborne systems. Specialized in computer applications for
mechanical engineering, including intensive use of numerical analysis, finite elements,
programming and CAD.
References: Available Upon Request.
Army Service: IDF, Reserve Lieutenant Colonel, Artillery.