Responsible for contract management and compliance within a SaaS revenue organization in a fully remote role, including; NDA management, MSA creation, Solutions Outline, Pricing, Data Privacy and GDPR Compliance, Amendments, Statements of Work, Change Orders, negotiation and redlining and contract lifecycle management.

Managed Quality language and contract recovery/major failure negotiations with outsourced manufacturing partners and suppliers.

Program manage and negotiate major failure quality escalations and cost recovery engagements with contract manufacturers and component suppliers to facilitate material and cost recovery related to the cost of warranty and quality escalations.

Responsible for category strategy and sourcing activities related to truckload, less than truckload, small package and customs brokerage logistics spend areas; identified and implemented opportunities for direct cost reduction and efficiency improvement while managing performance to meet business unit objectives.

Oversaw sales and client relationships for four global account customers including ConocoPhillips, BP, BHP, and Hess. Partnered and presented CHC capabilities through strategic engagement, direct discussion and response to solution and/or pricing requests. Built pipeline of opportunities for strategic alignment.

Defined strategy and sourcing activities for $300 million global logistics category. Managed RFPs and negotiations that delivered reduced cost and supply fulfillment. Negotiated master service agreements and contracts, conducted business reviews, and performed financial diligence on critical suppliers for outsourced aviation, direct fleet, and corporate travel.$7 million conserved and a 10% rate reduction in Europe attained by influencing, as part of a team negotiating effort, supported suppliers to reduce unit rates charged due to the 2014 oil slump.$3 million per year offsets in fleet leasing rates that paid for the maintenance support negotiated at 20% below market rate by securing guaranteed engine maintenance support for Gulfstream aircraft.$2 million saved and a 20%+ return on capital employed (ROCE) realized by driving a make / buy analysis and market research to replace or purchase an existing Embraer employee shuttle aircraft.

Implemented strategy for $500 million global logistics category related to aviation. Managed sourcing events, RFPs, and negotiations that delivered reduced costs and increased the security of supply across several sub-categories. Negotiated master commercial contract agreements, as well as monitored supplier business performance and financial health. 33% decrease in preferred supply achieved by following prescribed category developmentmethodology to address, build, and implement a global category strategy for offshore aviation services that included negotiating complex contract and commercial terms, offering volume-based incentives, and leveraging a limited supply set.25% rate reduction for extended services negotiated by leading a team with the emergency procurement authority to rapidly implement a rotating logistics hub to move offshore employees to / from UK homes to Middle East work sites during a three-week volcanic ash event that limited air traffic. 10% average reduction below market rates attained via predictive pricing accuracy during sourcing events by developing a comprehensive should cost pricing model for business units in sourcing events and contract negotiations.Managed or supported RFP and sourcing events in Canada, Norway, the UK, and Libya that saved on average modeled should costs for the services, which typically fell below market rates.5% expense reduction while retaining preferred status for aircraft and crew in a tight supply market achieved by negotiating favorable supply and commercial agreements for the category.

Directed relationship and improvement opportunities at an outsourced manufacturing partner in Juarez, Mexico.20% improvement in cycle times and 12% decline in costs recorded by investing time in developing and mentoring a relationship peer at a contract manufacturer to understand the supply chain cost and service delivery impediments and create a backlog of opportunities that boosted service levels or decreased delivery costs. 12% lower than previously contracted per unit manufacturing rate tiers secured by agreeing with contract manufacturers on additional business volumes.

Drove overall strategy, relationships, and rate and contract negotiations in support of nine divisional supply chain organizations. Reduced costs and the overall supply base through sourcing and leveraged spend efforts.$35 million annual spend prevented and a 30% decline in the supply base realized by identifying preferred supplier relationships and applying combined leverage to negotiate lower rates for domestic and international shipments.25% saved by taking responsibility for indirect category sourcing through e-sourcing tools and reverse auctions.12% savings in cost per container realized from a global sourcing event for ocean freight container movement. 10% to 15% expense reductions targeted on the implementation of consolidation and zone-skipping processes effectively mitigating the impact of parcel rate increases.

Served in multiple roles in several initiatives with the corporate supply chain organization. Directly managed logistics strategy, procurement, international transportation, key client logistics, freight payment processing, global trade, and systems development. Managed a team of up to six resources.