• Deflation program leader for the Division. 11 locations. Developed plant specific targets, hold monthly project review meetings, Division updates. • Division lead for supplier Continuous Improvement program. Review supplier ideas and also work with them directly to drive costs and waste out of the supply chain.• Worked to identify and mitigate risk in our supply chain. Developed dual sources.• Lead person on Global Cold Head Council that involved 13 total global suppliers and 5 Global Parker Divisions. HPD savings were 9% of our total spend.• Participating member Parker HPT Team focused on developing Corporate tools around Commodity Management.• Participating team member on Global Commodity Councils around Carbon Black and plating chemicals / chemistry.• A 20-day Blended WADPO (payment terms) improvement from FY19 to FY23. 69 days to 89 days.• Re-taken over responsibility for Division Freight, Logistics, and Import/Export Compliance.o Implemented about $3 million in savings, about a 9% reduction, across various modes (Ocean, TL and LTL)o Recouped roughly $147,000 from US Customs in incorrectly paid duty by the Division.o Maintained Division ISA/C-TPAT certification through US Customs.o Re-classified HTS numbers for various products and worked with our brokers to update their records.• Have also re-taken supervisory ownership back over for the Procured Value Stream and the (2) buyers associated with this value stream. Coaching and developing them in their current roles on key metrics/initiatives, but also preparing them for future roles. o Reduced late backlog from over $4 million down to $1.2 million in 10 monthso Reduced late lines from over 3,100 lines down to 1,200o Reduced inventory from $5.69 million to $4.94 million, while increasing LISCo Value Stream performance won the Wickliffe HPT award for FY23.• Division lead for the Supply Chain function of the HPD/IHP integration.• Division-Level Manager of the Houston, TX. warehouse, now closed.

• Responsible for entire Division’s spend (about $320 million annually). This includes all the Division’s direct, indirect, and transportation spend.• Responsibility for key Corporate metrics such as Supplier Delivery and Quality, WADPO, Deflation, PPI, and Supplier Continuous Improvement efforts.• Over a 5-day WADPO (payment terms) improvement from FY16 to FY19.• Led HPD Deflation team. Gross savings on average of about 6% of spend. ( $15 million each year )• Supervisory responsibility for 3 individuals within the department, along with dotted line responsibilities to the buyers at our 9 manufacturing locations. Worked with my team to develop a strategy on how to best support the Division’s initiatives and our plants, but also provide development opportunities for them along the way.• Led our Division’s efforts on the Parker “Call to Action” initiative, where we saved close to $20 million over a 29-month period.• Led a Division strategic deployment project where we developed a stocking strategy for purchase for resale items into one location and reduced our warehousing and transportation costs by 30% on these items.• Global lead on the Parker Fluid Connector Group Steel Bar segmentation team. Each quarter updated and reported out on current market conditions, gained market intelligence, and predicted PPI for the upcoming quarters.• Coordinated and continued monthly supplier engagement meetings to work with suppliers to improve underperforming performance.• Worked with suppliers to develop pricing indexes based on main raw material drivers.• Oversaw our Division’s efforts to continue to rationalize our supply base through Call to Action in order to better leverage our spend and gain additional savings.

• Led a Parker-Fluid Connector Group Machine Parts Council with 15 potential suppliers that resulted in $1,000,000 in annual savings (on a total package of $8,700,000) and better payment terms from these suppliers.• Led numerous other machine parts mini-councils to leverage HPD’s spend to gain better pricing. This involved quoting, negotiating pricing, and resourcing products as necessary. Pricing of these items was tied to raw material indexes and Parker’s machining supply base was consolidated during this process. • Participated in other commodity councils, such as FCG Steel Bar Council and HPD Steel Tubing Council, to better leverage and aggregate Parker’s spend and buying power.• Negotiated direct material cost downs with the supply base as part of the Parker “Call to Action” initiative.• Led monthly supplier engagement meetings with suppliers not hitting on metrics and developed the scorecard template we would use during these meetings.• High Performance Team Lead on Plating SRRPM project, resulting in plating SRPPM reductions from over to 1100 to under 300.• Responsible for the Supply Chain activities of multiple HPD manufacturing locations and the improvement of pertinent Supply Chain metrics for these plants (Supplier Quality & Delivery, PPI, WADPO, Deflation, PCI, etc.), which rolled up to the Divisions numbers.• Responsibility for the Procured Value Stream metrics and supervision of the buyer for the Value Stream. Annual sales of Procured Value Stream is roughly $65 million.• Implemented several supplier inventory agreements, which help shorten HPD’s lead time.• Key member of HPD Supply Chain team that received (2) CEO Awards and (3) Best Practice Awards in the past five years.• One of the Supply Chain leads on the integration of the Mobile Climate System Division into Hose Products Division.• HPT steering committee member of both Divisional and Plant teams.

• Division lead in the areas of product import /export and coordinating the activities required to keep us compliant with US Customs. HPD has been ISA certified since 2011.• Worked closely with our import brokers to assure US Customs compliance.• Division lead regarding Government contract issues, the Contract Coordinator for the Division, and responsible for submitting quarterly government issues reporting to Corporate. • Division lead for freight and logistics. Compiled monthly reports outlining our freight spend and worked with the manufacturing locations to implement savings opportunities. • Responsibility for coordinating activities and the flow of information to our 3rd party source that provided the NAFTA documentation for our Division to customers.• Led the Lean activities in the Supply Chain area and implemented a lot of the lean tools that helped HPD become Lean Model certified by the Corporation.

• Responsible for the performance of (2) Value Streams at the Mason plant. • Responsible for improving plant and value stream metrics such as Safety, Quality, Customer Service (LISC), Productivity, Inventory (DSI), ROS, and Lead Time reduction.• Responsible for updating site and value stream boards, along with assuring weekly value stream metrics were up to date.• Identified waste in each value stream process and formulated high and detail level task lists to drive accountability and action.• Developed current and future state maps for each value stream utilizing value stream mapping tools.• Conducted weekly value stream board meetings with the facility staff to track progress of task lists.• Utilized value stream / cell board data to drive areas of improvement using problem solving techniques and employee driven improvement teams.• Directly supervised (3) salary shift supervisors, in addition to their hourly associates (roughly 28 employees).• Developed and implemented many of the Lean pull systems and other Lean tools used in the plant.• Set up Kan-ban card systems that scheduled dedicated and semi-dedicated machines.• Designed plant queue board that scheduled and prioritized screw machines in an effort to replenish product in the order it was consumed.• Develop triggering system for dedicated chucker machines to best utilize limited manpower resources.• Developed pull systems for raw material steel suppliers and machined parts suppliers.• Developed and implemented various supermarkets in the shop.