An industry leader for over 60 years, Gemlux is an award winning manufacturer of innovative, high-quality stainless steel fishing and boating hardware.

• Developed world-class sourcing strategies for Technology, Human Resources, Legal, Medical, Health & Wellness, and Corporate Travel departments ($500M+ category spend). Led productivity initiatives that delivered $10M in annual savings for business partners.• Leveraged deep understanding of marketplace, competitors, and business requirements. Instilled a culture focused on Total Cost of Ownership. Implemented Supplier Performance Management with key suppliers to foster innovation, manage performance, and ensure continuous improvement.• Led supplier strategy development and negotiations to insource 1,000 onshore and offshore technology service providers. Negotiations successfully eliminated $3M in contractual obligations.

• Led cross-functional teams to develop public-private partnerships, transactions with the public sector and public affairs advocacy efforts that are essential for both the company’s long term growth and ability to provide for significant public benefits• Structured, negotiated and executed public-private partnerships, including $250M for leased rail line between Atlanta and Chattanooga and $400M in state funding for rail line in Northern Virginia• Orchestrated company-wide responses to government proceedings, including Environmental Impact Statements and high-speed passenger rail studies

• Led effort to create and sustain a “Best in Class” procurement organization. Supervised a team of four direct reports that implemented a strategic sourcing approach towards procurement. Worked with business partners to identify and implement new cost savings initiatives, yielding $20M+ savings.• Enhanced CSX’s business risk management process through benchmarking and implementation of best practices to identify, analyze and mitigate supplier-related business risk• Developed and managed processes to evaluate supplier performance and expand the number and diversity of firms supplying CSX to reduce risk and ensure a high level of service

• Supported the Vice President of Strategic Planning in developing, reviewing, evaluating and enhancing the strategic direction of the company. Analyzed key business activities and drove sound economic trade-off decisions. Evaluated external events and trends in the context of CSX's long term strategies. Played a key role in planning for the annual strategy retreat with the Board of Directors.• Managed and facilitated special studies related to the external strategic influences on CSX and to the viability of specific business opportunities• Led business risk management activities at CSX. Responsible for the leadership, innovation, and governance necessary to identify, evaluate, and mitigate the company's operational and strategic risk.

• Directed and coordinated all financial activity for Technology department. Supervised team of three direct reports that managed capital and operating expense budget of $300M, including annual and strategic plan preparation, analysis of financial results, development of reports, and recommendations to senior management.• Oversaw all financial activity for the implementation of Positive Train Control (PTC), which is a key industry initiative. Led annual and strategic capital plan preparation, benchmarking between other Class I railroads, analysis of current and future operating expenses, and efforts to increase financial transparency with critical suppliers. Served on Finance & Admin. Committee for PTC-220 LLC.• Led Management Training Program for Finance department. Coordinated all program activity for 2011 class of seven management trainees, including rotation calendar, solicitation and prioritization of rotation projects, training curriculum, and performance feedback/coaching.

• Directed and coordinated all financial activity for Mechanical department. Supervised team of two direct reports that managed annual budget of $800M, including annual plan preparation, analysis of operating results, development of reports, and recommendations to senior management.• Championed productivity and cost savings program for Mechanical department, which delivered $123M in annual savings. Initiated new productivity measures to ensure resource levels remained in line with workload demand as business conditions changed.• Oversaw short and long-term strategy design for underperforming facility with 120 employees. Spearheaded rate case litigation for Mechanical department, providing thought leadership on alternative scenarios and applicable adjustments to operating expense.

• Managed annual budget of $300M for Car Operations including annual plan preparation, analysis of operating results, development of reports, and recommendations to the Chief Mechanical Officer• Engineered and championed new repair process to improve car supply and reduce lease expense, generating $1.8M in shareholder value over five years

• Analyzed capital budget requests using financial concepts/tools (e.g., NPV, IRR, Discounted Cash Flow) and prepared appropriate documentation in support of recommendations to senior management• Led special projects for Chief Financial Officer to analyze cost of compliance with Sarbanes-Oxley and determined impact to cost of capital from an overseas equity listing• Examined mobile fuel truck operations and developed recommendations to improve operational effectiveness, which mitigated the need for a third party vendor ($300K annual savings)• Determined business requirements and developed aging balance report for short line railroad partners; this encouraged cross-functional collaboration towards settlement of outstanding balances

• Managed business performance reporting process for line of business, which included metric definition, data collection, analysis, and presentation to senior leadership• Implemented Six Sigma methodology in services and supporting processes to improve quality, speed, cycle times, reduce risk and achieve productivity improvements• Consulted business partners in analysis, implementation, and process revision through the application of sound process improvement models and techniques

• Led Transaction Management Support Team of five analysts responsible for auditing industrial/high consumption accounts for missing electric usage, generating $10M in otherwise lost revenue• Improved process for client system to manage common transaction errors from business partners by developing business operating rules• Advised client in defining customer requirements and developed web based transaction hub serving 85% of Texas’ electric load• Implemented system enhancements and ascertained appropriate testing procedures to ensure system integrity and compatibility