Managed the T2+ preposition process and metrics across the Network Hardware Capacity Planning (NHCP) team for Cloud Capacity Planning (CCP) within Capacity, Supply Chain, and Provisioning (CSCP). Liaised between planning, finance, component planning, sourcing and supplier management teams to manage demand forecast ($1.8B annual revenue) and build confidence for planning & execution on network hardware for cloud infrastructure.

Implemented and led S&OP processes across Chemicals business ($1.5B annual revenue) to create a “single source of truth” for our forecast, strengthen forecast effectiveness, and improve cross-functional collaboration in forecast development and supply chain execution.

Led continuous improvement and business transformation initiatives across operations supply chain organization for North America regions of Oilfield Services product company ($3B annual revenue), including areas of billing & collections, sourcing & procurement, fleet management, warehouse & distribution, and real estate & facilities.

Led strategic and tactical end-to-end supply chain activities (Plan-Source-Make-Deliver) for Automated Isolation Valves (AISV) Productization New Product Development (NPD) program. Managed category strategy, supplier relationship, and performance for intercompany suppliers ($62MM annual spend) of Isolation Valves business unit.

Corporate Audit Staff (CAS) is the premier organization within GE for personal and professional growth, developing leaders across the functions through extensive training and practical audit leadership roles. It's an intensive program designed to provide high potential employees with unparalleled on-the-job development opportunities.2T18: GE Renewables | GSCM KPI Dashboard - Houston, TX1T18: GE Power | Inventory Optimization & Materials Process Standardization - Schenectady, NY3T17: GE Energy Connections | Materials Cash & Optimization - Paris, FR2T17: GE Renewables | Balance Sheet Audit - Montréal, QC1T17 (Pilot): GE Power | Sourcing Cost-out - Schenectady, NY

Managed inventory strategy, targets, and performance for Rod Lift Systems segment of GE Surface, optimized materials management procedures, and represented business to senior leadership. Led initiatives with site and regional materials managers to improve demand and inventory planning processes, optimize inventory parameters (LT, SS, etc.), and build materials organization structure. Co-developed automated Inventory Planning-Demand Planning (IP-DP) tool, which was used to capture, guide, and support materials management decision making from front-line to senior leadership. Completed bubble assignment to support demand planning and materials ramp-up for new contract in Oman.

Supported Materials Manager for Lufkin Industries business by developing foundational reports and rhythms to better understand business performance and working on inventory-related projects.Worked with Materials Manager to establish inventory targets globally across business, assess actual performance vs. targets, develop a strategy for inventory improvement, and lead programs with sites in key focus areas to achieve targets.

Developed strategy to execute integration physical inventory process across 100+ sites and laid a foundation to enable the sites to lead annual PI on their own in future years. Led PI townhall for 60+ GMs, Plant Mgrs, and PI leaders. Created risk assessment to determine site complexity and then developed PI timeline & readiness plan for sites. Led PI for 15 sites. Completed PIs for all sites within first 7 months of acquisition date (required within 12 months).Led Lufkin mfg weekly reporting process for 8 key sites, resulting in visibility to KPIs and critical focus areas. Exceeded expectations & established reporting at key mfg sites (40+% P&L revenue) in first 30 days. Coached Plant Managers & site leaders to complete report and understand GE KPIs. Modified pulse template to fulfill the needs of Lufkin sites & GSC Leader.Completed a 5-month bubble assignment at our Quinn Pumps site in Red Deer, AB. There, I worked with materials, services, & sourcing teams to drive major changes. Projects included min/max system for inventory levels, automation of production scheduling processes, visual management of barrel inventory, identification of supply chain KPIs & established reporting, and development of data-based reports/rhythms to improve forecasting.

OMLP is a 2-year rotational leadership program that accelerates the development of entry-level talent and allows members to build leadership and functional skills through on-the-job learning and formalized training.1st rotation: Commodity Leader - Energy Management - Digital Energy, Somersworth, NH2nd rotation: Quality Engineer - Energy Management - Digital Energy, Somersworth, NH3rd rotation (3Q12): Seals Lean Leader - Oil & Gas - Subsea Systems, Houston, TX3rd rotation (4Q12): Casing Hanger Production Scheduler - Oil & Gas - Subsea Systems, Houston, TX4th rotation: Inspection Team Operations Leader - Oil & Gas - Drilling & Production, Houston, TX

Supported the materials group with layout planning during the renovation and redesign of warehouse. Identified areas for consolidation of space for inventory within warehouse stockroom. Determined floor stock inventory within each department and their frequency of use by surveying each department and analyzing order data from SAP.

Determined methods to incorporate more aspects of Lean Manufacturing practices in Lowell facility. Sought employee feedback for the evaluation and improvement of current Standardized Work Instructions for electronics production line and warehousing activities. Conducted time studies and observations of processes to identify changes to implement for both quantitative and qualitative improvements.