Global procurement and sourcing leader accelerating profitable growth while driving efficiency, reducing waste, improved stakeholder buy-in and enabled total landed cost competitiveness. Representing MEC's 22 locations focused on identifying and realizing synergies across the entire portfolio of businesses.• Eliminated supply chain waste via newly implement continuous improvement program by $4M in 2024.• Created Supplier Scorecards for 80% of direct material spend and a business review cadence to drive supplier performance. • Implemented standard sourcing review and approval process for all strategic commodities creating spend controls• Created Commodity Business Plans for key strategic commodities with cross-functional review cadence. On track to reduce number of suppliers by 40%• Implementing phase gate approach to APQP and risk assessment process for all new programs.

Global operations leader responsible for the strategic direction, executions of day-to-day operational results delivering 47,000 end-item SKUs to retailers, dealers and OEM customers from 15 manufacturing and distribution sites with over 1.3M sq ft and 15 ERPs with 205 salaried and 1800 union and non-union hourly team members.- Secured board approval for the investment in advanced fabrication capital which is establishing a Center of Excellence in that facility.- Reduced employee turnover in our highest turnover site from 37% to 5% while reducing headcount by 15% and improved on-time delivery by 60%- Achieved $5.1M savings in operational and efficiency improvements; on track for $5M savings in 2023. - Decreased global safety Total Recordable Injury Rate from 2.1 in 2021 to 1.2 in 2022 and on track to achieve 0.7 in 2023.- Insourced production to achieve $4M in savings in 2024- Integrated 5 acquired companies, saving $5M in 2022

Newly created position, functioning as the chief supply chain officer for a rapidly growing Private Equity backed company. Accountable for creating, building and transforming the Strategic Sourcing and Supply Chain function, implementing best in class end to end Procurement, Purchasing, Logistics, Warehouse, and Inventory Management processes and integrating M&A companies.- Established strategic sourcing team who delivered 6% cost savings for 2020 with another 6% planned for 2021.- Implemented a SIOP (Sales, Inventory and Operations Planning) Process reducing inventory costs by 40%.- Created a Cycle Count program, hired a team, and created training material, that eliminated the physical inventory for the first time in company history. Labor savings of $200,000 plus lost revenue avoidance from production shutdown.

Supply Chain Leader of a 55-person team of supply chain professionals across seven manufacturing sites. Responsible for $675 million in direct and indirect spend across 900 suppliers, 2.6 million active part numbers for the materials management, supplier quality and development, inbound and outbound logistics, strategic and operational purchasing and inventory control.- Reduced past-due PO’s by 70% by breaking down issues to root causes and developing countermeasures with suppliers- Implemented supplier PO acknowledgement process, tracking and reporting, increasing acknowledgement from 23% to 76% then launched look-ahead reports with forthcoming-delivery reminders.- Contributed $14.6M in operating income benefit (11.6% increase) to enterprise versus budgetary target, navigating trade barriers and material price obstacles

Global Commodity Director responsible for Oshkosh Corporation's Engineered Products (wheels, tires, bearings, electrical, interiors, & hydraulics) supply base strategy and sourcing across its multiple business segments globally and Mexican facility supply chain.- Qualified and sourced 4,000+ parts with domestic and international suppliers to launch 17 first-wave 17 programs with 22 subsequent programs- Led team of 15 matrix reports covering GPSC function in Mexico - Implemented 2% cost reduction for engineered products commodities spend of $1.2B

Global Commodity Director responsible for Oshkosh Corporation's supply base strategy and sourcing across it's multiple business segment in NA, EU and Asia. Responsible for the development and implementation of the Raw Material, Castings, Forgings, Machinings, Fabrications, Plastics and Composites global commodity strategy, leveraging supplier global spend of $1.6B across the four business segments of Oshkosh Corporation: Defense, Fire & Emergency, Commercial and Access.- Consolidated and leveraged $30M direct steel raw material spend of 4 business segments, achieving savings of $1.5M.- Implemented raw material directed buy program, leveraging fabricator’s steel purchases, and achieving $2.4M savings year 1 and $9M savings year 2.

Functioned as the top purchasing and supply chain officer for Thule’s NA Towing Division. Provided strategic and tactical leadership for the global direct and indirect spend of $60 Million, with over 7,000 parts from 900 global suppliers. Led a 9-member team of Quality Engineers, Buyers and Material Planners in Asia and North America.Key Accomplishments & Results:Capitalized on raw materials markets and global pricing to exceed cost reduction targets and achieve a 12% cost reduction for 2009.Analyzed, developed and successfully launched an Emerging Market (China, Taiwan & India) cost reduction action plan that increased amount of LCC sourcing from $12 million USD in 2007 to $20 million USD in 2008 and that resulted in savings of $1.9 million in 2007, an incremental $2 million in 2008 and a further savings of $2 million in 2009 on a production buy of $32 million USD.Consolidated the specialty raw tube buy for our division into one supplier and saved $250,000 annually.Saved $165,000 USD annually in domestic parcel service, $500/month by negotiating a new cellular phone contract and $125,000 in regional warehouse savings by market testing our corrugated material buy.Led the first consolidated ocean going logistics freight market study with the other global Thule divisions. Projected annual savings = $400,000 USD

Set strategic and tactical direction for a diverse team of six buyers to manage all aspects of the $1.6 Billion USD axle buy from fully assembled axles, to individual sub components and raw materials.Consolidated the supply base of 72 suppliers and over 600 diverse components and identified the top three strategic suppliers for each commodity and began to establish cost models with those strategic suppliers.Analyzed the cost savings opportunities with our engineering counterparts to assess which products would be best suited to be outsourced from our manufacturing facility.Developed and began to implement action plans planned to deliver $52 million in savings for 2007 and outsourced non-core operations that will achieve an incremental savings of $70 million in 2008.

Lead a team of three analysts responsible for coordinating all sourcing activities of the 1200 components for the current production model year, and 2008 through 2012 Model Years.Achieved 100% on-time supplier performance for all prototype builds for the 2008 model year.Met all program milestones and came in under program budget for variable and tooling cost.Kicked off the sourcing process for the 2012 model year program

Coordinated all global platform sourcing activities with Ford’s global brands (Mazda, Land Rover, Jaguar, Europe, Mexico, Australia and Brazil)Negotiated annual cost reductions on the $150 Million USD buy to achieve on average a 3% reduction.Lead the Powertrain and Body Mount Total Value Management (TVM) Team that achieved 90% of the full year stretch objective of $8.0 million.Market tested and achieved a 22% savings on an engine mount program and successfully launched it as a team.

Authored and finalized relevant procedures for the department and supporting roles and initiated ABC (Activity Based Costing) system in five domestic and 7 international manufacturing facilities.Prepare and adhere to an annual budget for the department and supervised four estimators and one estimating assistant. Responsible for all Structural Systems Division’s customer pricing proposals.Worked with Finance, Manufacturing and Engineering to develop all customer quotations.

Engineering liaison between the design group and the manufacturing facilities to ensure manufacturability of each design, including GD&T schemes and tolerancing.Prepared market test packages, quoted, negotiated, sourced, tracked and implemented all prototypes, production metal stamping dies, welding and processing equipment and purchased parts necessary to build the product in our facilities.Drove Cross Functional Teams for each program and tracked each APQP deliverables. Budgets for each project ranged between $12-15 million USD.