Operational leader for a team consulting with Qualcomm (semiconductor) based out of San Diego, CA Leading a team focus on supporting and owning the allocation process on behalf of the client (16 team members).• Leading allocation activities that helped achieve Qualcomm revenue targets (as a company) for the last 2 quarters (End of 2021 and beginning of 2022)• Continued to enhance/Improve S&OP process for the division by supporting 5 different Go-Teams for Qualcomm engagement with additional resources and guidance/leadership.

• Leader of manufacturing for the ACSS division. Responsibilities include leading the factory (all technicians and assemblers), Planning and Logistics departments (Approx. $200M revenue combined in 2020 and 60+ employees within org structure)• Leader of the SIOP (Sale Inventory Operations Planning) process for the site.• Leading a reduced aging rework project in the factory that has reduced aging WIP by $800k in 2020 while installing new factory processes to maintain WIP levels.• Helped drive customer OTD to 100% for last 6 months in 2020 and maintained 99.5% OTD in 2021.

• Promoted to Director of Supply Chain in March of 2016.• Increased responsibilities includes the addition of the assembly team in addition to Logistics, Procurement, Planning and Order Administration departments. (Approx. $200M revenue combined in 2019 and 30+ employees within org structure)• Leader of the SIOP (Sale Inventory Operations Planning) process for the site.• Co-led supplier sourcing activities that have resulting in over $1M dollars in cost reductions over the last 2 years. • Successfully co-lead supplier renegotiations of a multi division circuit card assembly contract worth $30M.

• Lead supply chain management team (includes Logistics, Procurement, Planning and Order Administration departments) with all materials management and supplier driven activities (Approx. $130M revenue combined with 20+ employees within org structure)• Created and updated process and change management procedures to better align to and drive accountability for specific site metrics. This included creating new metrics and better visual management tools and well as process updates to better efficiencies.• Strong focus on building customer relationships and supporting customer contracts to drive new business. Customer OTD (on-time delivery) for Q3 and Q4 of 2014 was 100% and the site received a silver award from Airbus for increasing its overall customer ranking from 15 to 5 (out of 39 avionics suppliers).• Responsible lead for the material management of the site (materials to and from factory) as well as factory scheduling and planning. Successfully co-lead supplier negotiations of a multi division circuit card assembly contract worth $15M

• Support Deer Valley AERO ISC as the DV Materials Leader (includes Logistics, site supply specialists, data analysts and production schedulers) with all materials management and supplier driven activities (Approx. $1B revenue combined with 32 employees within org structure)• Worked hand-and-hand with customer program management to develop customer relationships to drive new business• Drove overall inventory at the site down $33M+ from Q2 through Q4 through a variety of projects including LTB (life-time-buy) inventory transfers to sister divisions, while driving down supplier caused customer past dues, early receipts of inputs and implement drop-ship process• Updated change management policies via HOS (Honeywell operating system) by revamping tier accountability boards, adding visuals for supplier boards (pilot site for updated process), and implemented visual “pull” (both supplier and interdivisional) for 200+ part numbers totaling $100M+ in COGS (cost of goods sold)

• Supported the electrical sites within Honeywell Aerospace ISC Materials Management (AEOC) organization with all materials management and supplier driven activities (Approx. $2B revenue combined)• Operational leader for the counterfeit parts risk mitigation team responsible for driving process improvements in regards to how electrical legacy inventory is managed. This included a multi-site review and buy-in, standardization of process in regards to legacy inventory and go-forward standards on how to manage counterfeit material.• Developed standard work/best practices for the electrical sites around direct procurement activities (procurement metrics, purchase order placement, supplier recovery and development)• Co-lead efforts to reduce the overall number of aging purchase requisitions (orders needing to be placed in queue within the entire electrical product center) by more than 50%• Interim OPEX leader (Operational excellence role) for 3 months (Q4 into Q1 2010) – worked to evaluate census roles, drive linearity/starts/finishes within the 13 electrical sites supported• Acting Materials Planning Execution site leader for Honeywell Poway site (Q1,Q2 2011)• Developed best practices (MOS, Standardized work) for employees and began to institute HOS principles (Visual management tools) • Increased OTTR (On Time to request) for site customers to >90% (100% - May 2011) & reduced customer past dues by $5M during Q2 2011 for Poway site• Direct customer interface for Poway site

• Managed over $300 million in annual spend with supply base of 300 suppliers (4000 part numbers)• Leader on Bearing Recovery Project that reduced engine platform risk from $120M to $20 in 2008.• Responsible for improving On-time Delivery performance of the supply base, fostering positive supplier relationships and drove replenishment strategies that optimize inventory investment Additionally drove inventory reductions by identifying/establishing new customers to procure piece part inventory from Honeywell• Department scope of 13 planner/buyers, 2 team leads, 2 mechanical engineers(indirectly manage)• Developed buyers/team leads while working to progress them in their career paths

• Lead tactical administration of a supply base of 350 suppliers (7000 part numbers)• Responsible for key metrics around OTD, supplier past due deliveries and quality with dotted line reports (16 planner/buyers)• Managed supplier recovery efforts that drove vendor past dues down from $4M to < $1M.• Lead standardized process team that established best practices for all purchasing groups.

• Established/maintained relationships with outside suppliers• Developed individual goals with each supplier in order to get results (reduce past due dollars, improve on-time delivery, etc)• Implemented and lead several vendor recovery projects that built positive supplier relationships while increasing supplier on time delivery to 95% (from 60% range).• Interviewed potential new hires; Served as the new-employee trainer for the department.

Production Control• Cell planner for several pneumatic control valve assembly cells.• Weekly responsibilities included constructing build schedule for the machinists, maintaining cell inventories and tracking part status within the supply chain• Established working relationships with the machinists in my cells while increasing cell weekly on-time-to-plan to over 95% for control valve assembly cells• Resolved daily issues within the cells including defective parts, part shortages and expediting orders Master Production Scheduler• Participated in development team for the Joint Strike Fighter project• Built and maintained the bill of materials for outlines and parts for several developmental projects Purchasing• Buyer/Administrator for Tempe site (springs/piston rings) as well as buyer/administrator for Rocky Mount• Developed/maintained supplier relationships in order to ensure consistent results• Worked with suppliers to listen to specific needs as well as aggressively communicate and drive site metrics