Reporting directly to the President, responsible for leading and developing the supply chain strategy for the ASSA ABLOY Door Group with 16 locations and 8 business units across the US, Canada, and Mexico. Primary areas of responsibility include strategic & tactical procurement strategy for direct and indirect spend, cost reduction, supply base rationalization, cash flow improvement, risk assessments & risk mitigation, supplier development & qualification, long-term supply agreements, spend analysis, and team member development.

Operations development for Tier 1 & Tier 2 automotive components group. Focused on continuous improvement through in depth problem solving and Toyota Production System methodologies. Scope of responsibility includes Customer Service, Production Scheduling, Inventory Reduction and Control, Material Flow, Shipping/Receiving, Lead-Time Reduction, Set-up Reduction, Safety, and Operations Standards. Provide leadership to establish culture of sustained improvement and overall cost structure improvement through team member involvement and problem resolution.

Developed foundational priorities and sourcing strategies to support rapid growth environment and long-term success. Transformed department into highly structured and engaged team focused on daily continuous improvement, transparency, and teamwork. • Established 15 key performance metrics to track performance and drive improvement through Pareto analysis.• Implemented planning BOMs to improve supply continuity• Introduced PPAP and Supplier Quality Audits to improve quality processes and mitigate new product launch risk• Benchmarked supply base to improve competitiveness related to quality, on-time delivery, and cost competitiveness. • Delivered improvements to all key performance metrics; including 47% decrease in on-hand inventory dollars, 80% reduction in past-due PO’s, and 75% reduction in unacknowledged PO’s. • Responsible for 9 direct reports• Member of cultural interview team and Leadership Pipeline.

• Developed supplier relations for $140 million OEM reporting to Global Procurement and Supply Chain for $7.5 billion OEM of specialty vehicles.• Initiated Oshkosh best practices at business unit level through implementation of “cost bucket” strategy to mitigate price increases and work with suppliers to develop cost reduction plans.• Participated on Global Procurement Commodity Councils• Owned on-time and material shortage KPI’s• Trained as product fitness expert through Oshkosh Product Fitness Program. • Established standard calendars and work processes• Drove 20% improvement in on-time delivery• Delivered on implementation of 27 projects resulting in $2.0M in annual savings in a single year.• Responsible for 3 direct reports

• Centralized Transportation team while building a Purchasing team from the ground-up. • Responsible for Supply Chain activities for 5 plant locations; included inventory management, in-bound/outbound freight, and contract negotiations. • Played key role in merger with sister company under Cretex Corporate umbrella.• Designed and integrated proprietary transportation management software that improved equipment utilization and visibility; and tracked city, state, and county permits. • Developed business strategies to support organizational objectives with P&L responsibility including estimating, budgeting, cost accounting, and capital expenditure assessments. • Achieved 20% reduction of on-hand inventory year over year, 40% improvement in material cost resulting in $600,000 annual savings, and reduced staff needs by 40%. • Responsible for 8 direct reports and 5 indirect reports.