Promoted to lead two company critical organizations, global raw material sourcing team and global facilities/real estate team (~35 employees), Responsible for $0.7 Billion of annual spend- Developed Grace’s vertical integration strategy on company critical sole-source dependency risk> Initiative: - Utilizing the Commodity Modeling development a few years prior, led parallel global initiatives which intersected and evolved into a vertical integration strategy. Cracked the code on a long-standing question of why certain plants outperformed others while facing geographic industrial headwinds (energy, labor, logistics, and raw cost disadvantage). - Negotiated and executed an amended sole-source vendor contract years ahead of project execution timeline, which brought more transparency in order to substantiate margin assumptions and set up the termination window to align with project timeline- Identified a true cost to self-produce, ground-up DMC build at the plant for straight cost compare - Led all elements of advancement, capital project, Executive/Board socialization and approval> Results: - Total $100M+ capital investment, $30M annual savings (5-10% EBIT improvement), active projects advancing in Capital Management process (varying FEL status) - Set up build v. buy M&A path with a select vendor- First project concluded with $15M savings captured and delivering- Led raw materials team through disruptive 2020-2022 logistics and inflation challenges, proactive energy hedging avoided $50M+ of EU natural gas inflation in 2022.- Primary liaison between Grace & US Dept of Defense on rare earth supply chain diversification efforts- Led Real Estate/Facilities initiatives: legacy asset monetization ($20M closed, $15M pipeline), environmental liability risk reduction ($10M), and restructured headquarter site services

Promoted to lead the Strategic Sourcing team responsible for $0.5 billion of direct material spend. Transformational leader driving change across the organization. Driving new total cost of ownership methodologies by partnering closely with the business units and functions. - Initiated 2 year conceptual project to identify and model core commodity exposure ($450m/100 materials boiled into 6 commodities). Led to new strategy for compressible spend, focused analysis, and changed the company’s risk management hedging program. - Led Grace through dynamic 2018 geopolitical trade environment. Drove sanction and tariff mitigation efforts that ensured no business disruption or material financial impact from alumina, aluminum, and rare earth events- Identified and initiated a region-wide logistics project which un-locked operational efficiencies at major US plant, mitigated sourcing constraint, and enabled insourcing project. $1.2m annual savings, $3-4m estimate from phase 2- Transformed Grace’s Rare Earth strategy – saved $2m+/year and improved operational efficiency- Built Strategic Sourcing team aligned around Refining Technology business unit (FCC Catalysts & ART JV with Chevron) for full emersion and financial objective support- Established a Manufacturing Leadership Program (MLP) rotation through the Sourcing team to better link the external raw materials thinking into future operations leaders’ mindset. First year rotation MLP was part of the team that would eventually create the vertical integration projects, real projects for early mentor opportunities.

- Responsible for ~$250 million category of direct spend (~25% of Grace’s cost of goods)- Responsible for sourcing and risk management of Grace’s strategic metals portfolio including (molybdenum, nickel, aluminum, tungsten, cobalt, precious metals, and rare earths) - Transformed the North American risk management hedge programs for metals and energy - Delivered ~$5 million of productivity in first 2 years, while identifying ~$10+ million of project opportunities (use of materials changes via capital investment, logistics, and supplier base).- Responsible for Grace’s global real estate portfolio of ~40 properties (SG&A leases, divesting non-operating assets, and transactions impacting owned manufacturing facilities)- Led the organization in strategic supply ventures (capital lending, acquisition, JV) to support the business growth plans and financial objectives- Drove Grace's mitigation efforts through 2018 tariff and sanction geopolitical environment resulting in full business continuity and immaterial financial impact.- Recognition: Teamwork Award from ART JV (50/50 w/ Chevron) for leading major supplier force majeure event

- Asked to come back and lead another large-scale integration after the previous success- Indirectly managed team of 30 corporate functional leaders (finance, EH&S, HR, IT, legal, ops, supply chain) for the ~$250 million, 170 employee carve-out acquisition from BASF- Completed the readiness and close 2+ months ahead of schedule and $1+ million under budget (sign to close in 50 business days - direct carve out)- Recognition: Grace Premier Award (highest Grace honor from Chairman/CEO) for the speed and savings associated with the integration

- Manage the global cash flow forecast process and provide lever options for CFO decision making- Manage the EPS forecasting and sensitivity against consensus while greatly improving the accuracy of the EPS and Shares Outstanding forecast process- Served on Disclosure Committee and responsible for the updates to the MD&A section of the quarterly SEC filings- Built model and targets for 2016-19 LT executive compensation based on BOD guidelines (first EPS based)- Supported Investor Relations efforts around the spin-off of the $1.5 billion Construction business (NYSE: GCP)

- Manage a team of treasury professionals responsible for Corporate and Americas treasury operations (cash/debt forecasting and management, share repurchase program)- Led the valuation for the refinancing settlement of Grace’s Chapter 11 emergence Deferred Payment Obligations ($1.55 billion for $632 million lump sum) and managed the offering box for the $1 billion unsecured bonds - Developed compliance processes for Grace’s $0.9 billion secured financing from the Chapter 11 emergence (covenant and basket tracking, internal sign-off reviews and procedures)- Recognition: Finance Leadership Team award for the debt compliance process

- Created / executed the integration plan for the $0.5 billion, 75 employee acquisition from Dow Chemical- Indirectly managed a team of 30 functional leaders (finance, EH&S, HR, IT, legal, operations, supply chain)- Completed 2 months early and $1.2 million under budget by relentlessly driving the early preparation and accelerated exit of the transition services- Created the Grace Integration Playbook to document the process for future integrations- Recognition: Grace Premier Award (highest Grace honor from Chairman/CEO) for the speed and savings associated with the integration

- Responsible for enterprise wide corporate development activity; strategic reviews for acquisitions, divestitures, joint ventures, swaps, and restructurings- Responsible for all elements of the M&A process: modeling, reviews, synergy analysis, diligence process, banker collaboration, content creation for reporting to leadership and Board of Directors- Managed the 40+ member diligence team and process of functional leaders through the $0.5 billion Unipol acquisition from Dow Chemical- Negotiated and integrated the acquisition of a European chemical operation from Akzo Nobel- Recognition: Finance Leadership award for speed of an intercompany legal entity mergers for emergence financing

- Managed a $20 million consumables business comprised of 3 primary product lines- Developed plan for DEA controlled substances for government agencies, achieved 14% growth in first year; rationalized portfolio by 50% based on margins, volume, and strategic requirement- Saved $300k/yr through a 3 year global supply and offering consolidation project. Created and lead international team through consolidation of 3000 SKUs and 15 global vendors.- Nominated by division president to develop competitive benchmarks for quarterly reviews with Grace Leadership- Expanded roles: Assist with the 3 year strategic plan, M&A pipeline, competitive intelligence, IR- Recognition: Nominated to the Grace Davison Leadership Council

Outside corporate sales

Inside corporate sales