Vice President, National PurchasingOptimizationAs a Vice President, National Purchasing Optimization working for Taylor Morrison I oversee engagements toperform detailed analysis of homebuilding sourcing and procurement, operations and improvements. Develop targetstate operating models, strategic and tactical recommendations, and implementation roadmaps, incorporating industryintelligence and best practices. Identify and communicate technical and strategic matters to division and corporatepersonnel.

Company-wide leadership for all Shell categories, strategy development & deployment, national supplier sourcing, employee development, negotiation & management of national contracts, cost/value opportunity identification & capture, optimization & standardization of purchasing tools, sourcing & continuous improvement cross-functional team leadership, VE & product optimization, and operations coordination with the legal, finance, sales, marketing, & risk management departments.

Wurth is a 10 billion EURO company with 408 individual companies in 84 countries, with International Headquarters in Germany.Director of Corporate Purchasing• As the executive of the Wurth North America Purchasing Management Team responsible for providing strategic guidance and direction to the business with specific purchasing accountability for over 6 companies, 67 locations and 1200+ associates that distribute Wood, Cabinetry, Automotive, Metals and associated materials across the United States and Canada.• Develop and implement Company strategic planning processes and financial forecasting for all North American purchasing contracts that exceed $1.4 billion annually. Accountability for all direct and indirect spends, company purchasing functions and staff. • Provide strategic vision and leadership for the supply chain team’s effective implementation of supply chain processes. Identify, prioritize and execute supply chain initiatives that provide the highest return and support the business strategy.• Foster “Value Add” mentality throughout organization with innovation, costing, product consolidation, inventory development and lean techniques, which has reduced purchasing costs by 5.04% annually.• Direct the creation and execution of procurement plans including import, export, development and partnership rebates and service agreements that have contributed to bottom line a combined $20.74 million to date.• Drive material productivity and operating profit through supplier negotiation and leverage of spend across all of the operational facilities; communize vendor terms and conditions; and improve overall bottom line thru rebate programs, loyalty incentives and services agreements. Increased by 3x the dollars represented and 5x the vendors on signed agreements in last 14 months. Annualized savings impact of $14.7 million.• Create one voice and a consistent purchasing approach across the market for all clients and suppliers.

Pulte Homes is one of the nation’s largest homebuilders, in over 60 markets in 29 states. The Southeast Area encompassed the markets of; Charlotte and Raleigh North Carolina, Atlanta Georgia, Nashville Tennessee and Charleston and Hilton Head South Carolina. Area VP Purchasing/Supply Chain (04/06 – 04/11) • Represent Area on purchasing and negotiations with major vendors and contractors. Manage all direct construction costs that impact the Area and individual divisions.• Total area purchasing contracts exceed $700 million annually, with net savings of 15.3%.• Direct divisional purchasing managers in aspects as it relates to personnel, vendor and contractor relations, administration and simplification of business processes.• Manage, coach and mentor the purchasing teams and estimating functions within the Area. • Simplified purchasing processes and programs to eliminate repetition and multiplicity, which streamlined staff by 15% while exceeding costs reduction goals every year. • Track commodity prices and labor rates for all aspects of construction for forecasting. • Liaison between national, area and divisional leads in the area of simplification and purchasing. Track national initiatives and direct divisional staffs to insure implementation

• Manage the purchasing and estimating functions within the division. Division’s annual purchasing spends of $130 million. Manage all direct and indirect costs.• Negotiate prices on all materials and prices with major contractors. Able to reduce overall house costs by 5.6% • Track prices with labor contractors and maintain files with all contractors. • Price new plans and additional plans in old and new communities. Create and manage options as determined by Sales and Architecture. • Establish and track rebates for division, annualized impact of $3.2 million

Ryland Homes is a top ten national home builder. It has operations in 28 market and 19 states. In Charlotte, the main market served is first time and move up home buyers.Operations/Purchasing Manager – Charlotte, NC • Manage the day to day activities, which include starts, closings, construction, budgeting, and cash flow for the Division producing 1100 units with sales exceeding 186 million dollars in revenue. The Division includes office and operations in Charlotte and Greensboro North Carolina and Greenville South Carolina with a total of 46 developments.• Integral part of for all P & L, construction, and customer service, purchasing, estimating and land resources.• Managed the internal office staff and the sub managers for the field construction, customer service and land resources.• Coordinated Divisional activities, strategies and programs with Regional and Corporate office.• Major accomplishments to date is the stream lining of the sold to start process from 78 days to 42 days with the reduction of internal office staff through the development of simple more effective processes.• Act as Divisional President in absence of president.

Wayne Homes is the nation’s premier semi-custom on your lot builder. In 1999 was named the “Builder of the Year” for its innovation, quality and customer satisfaction.Managed all day to day aspects of sales, starts, closings, construction, personnel, budgeting, and cash flow for the Division with reporting to Corporate offices.Implemented Construction Time Management System that reduced construction time by 22%. CTMS based on scheduling for entire construction process with changes during construction as needed.Conceived, developed and implemented comprehensive annual business development plan which focused on sales, starts, closings, profitability, customer satisfaction and employee satisfaction.Responsible for Divisional P & L, which produced 81 units per year with $10.4 million in sales and net profits over 13.1%. Achieved or surpassed planned sales, starts, and closings for fiscal year and exceeded profitability by 6%, while accomplishing a 90+ customer satisfaction rating and a 90+ employee rating.

Start up operations of new Division including zoning approval, supervised construction of model home site, sold and managed construction projects until staff hiring and training.Developed and ran most successful new Division open house in Wayne Homes history. Over 350 people attended.Responsible for finding and hiring all staff and sub-contractors to perform internal and external construction processes for the Division.25 units, $2.6 million in business first year.

Dura Companies is Indianapolis’s largest private owned homebuilding company. It is a full service company from Dura Homes and Harvard Homes to Dura Mortgage, Dura Surveying and Land Development, Dura Panel, Truss and Finishes to Dura Service.Managed $80 million production housing Construction Company including all aspects of sales, construction, personnel, advertising, marketing, budgeting, cash flow, financing and mortgage. 650 units sold in 1998 with 800 units in 1999.Supervised all internal operations staff and personnel including operations, accounting staff, permitting, scheduling, purchasing, land and lot acquisition, panel and truss plant operations, field personnel, utility departments, mortgage applications and settlement. Accountable for initial sale through construction phase, settlement coordination and follow up service. Coordinated budgeting, developer coordination (32 locations, 22 developers), sales production, contract processing, subcontractor pricing and negotiation, payables review and construction materials flow.

Started a production home construction company from scratch with current sales of over 250 units per year. Responsible for all aspects of daily operations. Developed all financing, floor plans, marketing, sales, production and advertising.Performed the duties of Sales Manager, Construction Manager as well as Operations Manager in first year of operation. Hired all employees from construction supervisors to sales consultants.Developed long term business plan and goals, which has been attained on yearly basis. Company started with 15 sales in 1996, increasing to 55 sales in 1997 and 252 sales in 1998Designed and implemented construction time management system with a coordinated schedule, which allowed an average construction time of 42 days (2200 sq. ft. two-story unit).

The City of Carmel is one of the fastest growing cities in Indiana. Carmel is located just north of Indianapolis.Coordinated and directed all aspects of the City, which included all development and building processes for the fastest growing community in Indiana, managed all engineering services for the City and supervised the City's street construction, paving and maintenance operations.Director of the twenty-eight member Community Services Department responsible for the management of the department including personnel supervision, hiring, discipline and training. Accountable for the implementation and interpretation of the State Statutes, City Code, Capital Plans, Zoning Ordinance, Comprehensive Plan, Building Codes and other legal references used by the City.Oversaw daily operation of the Community Services Division, which was responsible for all aspects of the building processes from the "one stop shop" permitting through the inspection and certification of occupancy for all construction within the Carmel/Clay area. During my tenure, the average of 1028 permits has been issued per year.Developed the citywide annual budget ($220 million). Managed the financial administration, development of long term capital improvements, capital fiscal plans and bi-annual non-public safety employee performance reviews which encompasses over 190 employees.Worked extensively with Engineers, Architects and Developers in the continual development of Indianapolis' premier commercial and retail development areas.