As an industry practice leader, I engage with customers and talented WonderBotz team members in developing and delivering digital and automation solutions. I enjoy helping customers in manufacturing, energy, life sciences, and retail industries and in global supply chain space.

- Sourcing Strategy and execution with category management, spend analytics, supplier development, low cost country or US sourcing, purchasing and logistics management with improved TCO. - End to end order and inventory management and 3PL/Kanban solutions.- Engineering Services such as Tech documentation, 3D modeling, CNC programming, and manufacturing engineering. - Defining Make vs Buy strategy and assisting with what to manufacture / buy where and how.- Defining and executing system agnostic process and system improvements for various functions.

Develop and execute Go-To market, industry solutions, demand generation, marketing, alliance, and channels strategies.• Developed innovative tech and AI solutions for ESG, engineering, R&D, quality, safety, manufacturing and supply chain across L0 to L5 stack.• Developed AI based virtual safety with Nvidia at Deloitte Smart Factory and Edge devices-based end to end manufacturing controls, workflow, and analytics in cloud with Lumen Technologies. Partner with GSIs and ISVs for scalable solutions.• Engaged with Lean six Sigma / Operational Excellence teams to accelerate their improvement efforts using technology.• Collaborate with c-suite leaders from Fortune 500 companies in manufacturing and energy industries on their digital transformation/value.

Envisioned investment thesis for private ownership, and carved out stand-alone valve design and manufacturing company from CIRCOR divestiture. Turned the P&L around from lossmaking into a cash positive.- Set-up a new company with manufacturing, distribution, and engineering facilities.- Increased orders’ bookings by 104% with new product, pricing, sales, and channel strategy.- Attained perfect record in Health, Safety, & Environment (HSE) KPIs.- Achieved API Q1, 6D, and PED for the company, and fire-safe and fugitive emission certifications for the products.

Recruited by SVP of Ops to lead global supply chain, and operations P&L of 11 manufacturing sites with 1,000 members.- Led Shop Floor Culture, Lean and CIRCOR Operating System to continuously improve KPIs: HSE TRIR reduction of 55%, OTD increase of 21%, COPQ reduction of 13%, productivity increase of 6% and inventory reduction of 11%.- Expanded margins through value engineering, low cost country sourcing, production transitions (to greenfield and brownfield), centers of excellence, variances reduction, and indirect & freight re-sourcing (7% to 22% cost savings).- Formulated synergy strategy resulting in net productivity savings of 17% from $700 million M&A.- Drove new integrations and systems for SRM, ePDM, QMS, sourcing, pricing, order management, and warehousing.- Partnered with trade compliance to address tariffs and to create smoother material flow across the globe.- Developed long, medium, and short term revenue and production plans and aligned capacity and sourcing plans.- Devised Kanban and 3PL solutions in US, Europe, China, India, and Mexico with local and global suppliers, reducing lead time by 80%.

Assigned by the Chief Commercial Officer to spearhead the new omni-channel strategy (including aftermarket) and P&L to generate incremental revenue and profit by focusing on white spaces and adjacencies.- Grew YoY revenue by 105% to $297 million with 26 members’ core team that led: account management, marketing, planning, commercial operations, go-to market, procurement, and manufacturing.-Mobilized first in its kind e-Commerce marketplace www.shopbakerhughes.com using Magento platform hosted on AWS.- Reduced software deployment cycle time by 50%, and content creation time by 33%.-Delighted sales channel partners by offering Configure, Price, Quote (CPQ), Hybris, iStore, and data exchange automations.- Collaborated with advanced technologies teams such as additive manufacturing to improve conversion rate and fill rate.

Handpicked by President of Global Products and Services to lead balance sheet and P&L improvements, affecting 7,000 employees and 350+ manufacturing, aftermarket, and distribution center facilities. Assembled global team of 50+ leaders.- Owned executive governance and materials management function and reduced inventory from $4.4 billion to $2.9 billion. - Led source to pay business and IT teams to drive supplier rationalization (reduction of 35%), DPO improvement of 12%, and net savings (deflation) of 5% against $10 billion in third party spend.- Increased manufacturing productivity by $600 million.- Generated $170 million of additional revenue by forming focused sales team aided by advanced data analytics.- Integrated SIOP in the financial and long-range plan to begin Integrated Business Plan (IBP) journey.

Assigned by the CEO of Baker Hughes to improve cash flow throughout the global operations. Conceived a two-year lean transformation and change management plan with the COO, CFO, CIO, and presidents.- Selected, developed and led 35 core team members from 14 countries representing leaders from regional leadership, sales, operations, supply chain, manufacturing, engineering, finance and IT to digitize and streamline end to end operations from customer demand to final product or service delivery, to cash while enriching UI/UX.- Supervised DevOps agile team in producing offline and mobility solutions for remote operations, and automations.- Boosted annual cash flow by $814 million (sustainably), and generated additional revenue of $150 million.

Improved all aspects of field rental asset fleet valued at $3.5 billion. Built a direct team of four, directed 90+ repair & maintenance and distribution centers, and deployed condition-based maintenance and Business Intelligence (BI) tools.- Improved YoY asset utilization by 10% resulting in incremental cash flow of $350 million.-Collaborated with finance, operations, and sales teams in implementing new capex and SIOP processes.- Developed GIS enabled asset management technology solution that utilized big data from forecasting, field job planning, manufacturing capacity, new product introduction, and customer profitability in SAP.

Established a cohesive corporate methodology and framework for Business Process Management and Performance Excellence based on the Baker Hughes Operating System (BHOS) model ensuring: Strategic Alignment, Assessment and Prioritization, Infrastructure Development, Design for Manufacturing/Repair, and Training.

Global Sr Advisor for DPDHL's First Choice (Lean Six Sigma and Project Management) program. First Choice is DPDHL's method to accomplish great results for employees and customers.

Steered cross-functional teams in developing annual operating plans and budgets.- Managed global supply chain and service operations for various customers.- Created and conducted training and coaching on lean six sigma, DfX, and change management while directly leading/mentoring 30+ improvement or implementation initiatives.- Won DHL US – Best Process Improvement Advisor, and Dynamic High-performing Leader (DHL) award.- Streamlined commercial and operations activities resulting in restructuring of four business units and their 30% FTEs.- Implemented new operations process and software system to capture $5M additional recurring revenue/year.

Directed all quality functions and teams including: supplier and production quality, quality management system, and audits.- Conducted rapid continuous improvement events, and six sigma projects that improved throughput and first pass yield.- Reduced Complaints per Million (CPM) rate by 28%, and warranty costs by 21%