• Designing global team to develop actionable insights across the end-to-end supply chain using data and analytic techniques to drive continuous improvement and enable a more intelligent, cost effective and agile supply chain• Continuing to lead global procurement (direct, indirect and third-party manufacturing) across all business units

• Led the end-to-end supply chain (operations, customer service, warehousing, planning and S&OP) for the automotive care business unit in a turn around to improve customer service and cost• Led global procurement (direct, indirect and third-party manufacturing) across all business units driving significant resiliency and productivity improvements

• Lead a 75 person global team responsible for procurement, third party manufacturing and supplier quality/development with a focus on improving the return on procurement• Implemented common procurement processes across the organization improving category yields and ensuring sustainability of results• Drove organizational development and training to up skill the organization

• Coordinated integration activities across the combined organization through a disciplined and structured approach• Rolled out integration methodology and tools including status reporting, dependency/issue management and a centralized value driver process• Defined the integration basics including the degree of integration, operating model and organizational design

• Led the transformation of procurement from a function embedded within different manufacturing organizations into a center-led team that drives strategic business insights• Drove $136M in savings in FY14 and FY15 through improved category strategies and project management• Generated $45M in free cash flow through a focused effort on improving supplier payment terms• Developed commodity risk management program to mitigate commodity inflation risk

Principal 2010 to 2013Manager 2005 to 2010Associate 2003 to 2005Cost Transformation and Strategic Sourcing• Developed cost transformation strategy, launched cost management program, and identified $55 million of annual cost savings for a global locomotive manufacturer• Drove savings of 7% to 12% across seven different systems through teardown assessments, cost modeling, VA/VE workshops and supplier negotiations leading at a North American OEM• Drove the total cost reduction program across direct and indirect categories leading to first year savings of $57 million for an off-highway equipment manufacturer Strategy• Established a supply chain strategy for an off-highway equipment manufacturer which fundamentally restructured the raw material value chain, driving cost savings in excess of 15% • Identified and implemented manufacturing best practices across 8 vehicle assembly plants and 3 engine plants improving throughput and leading to over $12 million in first year savings for a North American OEM• Developed an innovative approach to systematically identify technical innovations, product cost savings ideas, and common designs through analysis of functional objectives and system specifications resulting in over $40 million in first year savings for a North American OEMOperational Improvement• Led the development and implementation of category strategies for a retailer driving 9% to 18% improvements through advanced retail analytics, improved merchandizing practices and leading edge procurement practices• Developed an integrated operating model and identified $23 million in cost synergies for the procurement organization for a major merger in the rental car industry• Developed a comprehensive quality improvement initiative reducing warranty by 35% for a specialty manufacturer through implementation of quality management system, issue resolution, and continuous improvement

Product Strategy Analyst 2002 to 2003• Utilized “white space” analysis to identify new opportunity resulting in a new cross over vehicle being added to the product cycle plan• Created overall segment strategies for mid-size SUV and successfully collaborated with Competitive Intelligence to identify emerging technologiesDesign Engineer 2000 to 2002• Managed variable costs and weight specifications to be 10% below targets on a future SUV suspension by working closely with purchasing and suppliers • Prepared cost-benefit analysis used to select rear suspension for a future SUV allowing the program to achieve its cost targetsFord College Graduate Program 1998 to 2000• A rotational job program allowing exposure to multiple areas and functions within Ford• Conducted competitive analysis of Land Rover including product reviews, customer profiling, and SWOT analysis which contributed to the acquisition decision

• A structured program consisting of job rotations, technical training and leadership development• Designed and tested the fin mechanism of the Integrated Electronic Counter Measure decoy• Designed and built the high-speed clutch/brake test stands for next generation self-propelled gun