- Utilized change management principles to amend contracts from DDP Incoterms to FOB Incoterms, leveraging BHP's relationships in maritime industry to target $60M in savings- Reduced greenhouse gas emissions through direct control of BHP's logistics- Challenged the status quo on shipping practices to unlock value for both BHP and our global suppliers, creating win-win situations.I led an effort to challenge the status quo and optimize our supply chain by shipping containerized cargo direct into Port Hedland vs. the previously shipping into Perth and trucking 1,600 km northward to our operations. This project not only reduces our transportation costs by about 25%, but delivers social value to the community in which we operate in: - Improves road safety but taking trucks off the road - Reduces CO2-e by up to 75% per container - Reduces Port Hedland's reliance on trucking from Perth - Brings jobs to the Pilbara

• Identified, qualified and contracted with alternative suppliers based out of China, while mitigating additional risks resulting in total lower costs for the company. • Responsible for leading efforts to successfully source materials from low cost countries. • Upon commencement of position, no spend had been completed out of China Procurement Hub for BHP Billiton Petroleum. Exceeded targets for global sourcing by 40% in second year of assignment. • Led process optimization process globally to prepare for off-shoring of category management activities to satellite offices in Manila and Kuala Lumpur.• Successfully managed change in a difficult environment to ensure continued productivity

• Managed Oil Country Tubular Goods and Wellhead categories, totaling $100M in annual spend. Achieved 12% cost savings.• Conducted e-Auction for Frac Stacks, Zipper Manifold, Flowback Services and Pressure Control equipment, resulting in a 30% reduction of already reduced pricing. Net savings of $1M over a 6 month completion campaign. • Conducted audit of wellhead invoices, leading to approximately $4M in recoverable overbills on $130M in spend.

• Developed and implemented category strategies for IS, Facilities, HR, Finance, Tax, Legal, and Labor totaling $400M in annual spend• Managed all indirect spend for BHP Billiton, leading to $25M in annual cost savings. • Optimized organizational structure to adapt to market environment, resulting in 35% G&A reductions

• Developed planning software with cross-functional team that streamlined well procurement planning, reducing planning time by 80%, increasing order accuracy, and reduced requisition creation time by 95%. • Managed team of nine to ensure on-time purchasing of all services and materials for Shale Drilling and Completions.• Maintained cost pack to track costs.• Ensured compliance with corporate processes and procedures.• Managed change management process to roll out a new process for ordering services and materials.• Led team of thirteen to transform purchasing methodology at BHP Billiton• Issued RFx packages and negotiated terms and conditions with suppliers for labor contracts• Streamlined and standardized reporting allowing team to focus on analysis and cost savings

• Negotiated and implemented engineering and procurement services contracts; Managed third-party procurement company; Mitigated risks to ensure timely placement of purchase orders• Sourced, implemented and managed construction contracts for multiple projects simultaneously; Ensured on-time and under budget construction of the facilities; • Developed and implemented bridging policies and procedures to assist with the transition of Petrohawk procurement to align with BHP Billiton policies and procedures• Managed 1SAP transition of all purchase orders and contracts from Petrohawk’s Oracle system; trained stakeholders to ensure a smooth change management process• Developed sourcing strategy for midstream production facilities. Presented strategy and convinced management to lease facilities, resulting in a 50% reduction in total cost. • Developed sourcing strategy of pipeline construction for Eagle Ford Shale. • Sourced and managed inventory of capital equipment for all midstream assets in North America. • Utilized problem solving skills to resolve conflicts over payments with engineering firms. Arrived at a settlement to avoid litigation.

• Managed indirect supply contracts; Sourced facility security services, resulting in on-time and under budget installation• Optimized inventory on off-shore production platform in Gulf of Mexico, reducing space constraints and holding costs • Sourced, negotiated and implemented contracts for all engineering, construction and equipment contracts in Fayetteville Production Unit; Negotiated a 10% reduction for a projected $90M contract• Prepared for and managed implementation of 1SAP and 1CMS for Fayetteville Production Unit• Issued and tracked purchase orders in SAP to ensure on-time payment to suppliers

As part of my capstone project, I worked with TASER International to create a supplier risk mitigation strategy. I interviewed both internal and external stakeholders to identify the biggest risks in the supply chain at TASER International. After interviewing suppliers and internal functions, I created a supplier risk matrix that helped TASER to quickly identify the risks associated with each supplier.

I acquired a summer internship at Motorola. From May of 2009 to August 2009 I worked as Product Manager in Mobile Devices. • Collaborated with suppliers and engineers of a new product to track over 100 direct materials and ensured 15 suppliers complied with environmental, safety and design standards. All standards and expectations met• Created schedule of product deliverables for new product (1.5M units) and ensured deadline compliance by leading team (12 people) of sourcing, engineering, and operation personnel• Applied persistent and consistent pressure on engineers and suppliers to overcome setbacks • Reviewed and updated procedures and training materials to ensure compliance with ISO standards for audit• Analyzed data management systems, created documentation and trained 50 people resulting in increased usage, more efficiencies and better data transparency

Straight out of BYU, I joined Kohl's as an analyst and eagerly worked to help improve the purchasing process for Kohl's, which is where I first found my love for process improvement. I leveraged this new found love to automate the ordering process and reduce inventory stock levels by 25%.