Recruited by MU President work with an underperforming technology vendor, role expanded from consulting in 2020 to full time in 2021 after all consulting objectives were met. • Assumed leadership of the Service Professional Network (Supplier) businesses 10/22, accelerating margin growth beyond 90% across multiple P&L • Led integration of $330M acquisition (Building Engines) into JLL Technologies GTM functions • Driving GTM alignment with HVAC optimization acquisition (Hank.re) to meet acquisition underwriting goals • Designed, built and implemented roadmap process with outsourced vendor to accelerate innovations • Delivered over 200% more product innovations 2020-2021 to date than 2019-2020 • Launched first international expansion program driving global GMV growth and first international marketplace revenue from manufacturers and distributors. • Launched additional countries in 2022 expanding both GMV and customer adoption to 3 continents. • Followership helped fill senior level staffing gaps in both product management & marketing. • Collaborated with executive leadership to drive high volume adoption strategy vs 1 off deal making.

Consulted with C-suite executives and other senior-level leaders on defining vision, strategy, and models for B2G ecommerce market. Evaluated market trends and introduced best practices, as well as trained and coached employees throughout the organization to ensure consistent performance. Reported to CEO on public sector outcomes. Secured relationships with channel and co-marketing partners. - Built supplier enablement organization from the ground up, onboarding several hundred suppliers and catalogs that encompassed well over 1 million SKUs. - Established KPIs and accountability measures for suppliers to ensure alignment of performance with operational excellence goals and organizational objectives. - Ramped up public sector salesforce to support growth from scratch to over 8 figures by Q4 of 2022. - Introduced automation to ensure scalability and sustainability of operations as organization grew. - Earned recognition for driving digital transformation of organization in the government procurement space.

Partnered with line management internationally to pivot operational focus of more than 100 resources across 2 P&Ls towards a unified KPI structure and global growth plan. Led an organization that brought over $50 billion in opportunity so SAP Ariba Network suppliers - Realigned Bangalore call center to report against revenue generated to drive more effectively towards global goals (Eventually resulting in a 20+ HC optimization in 2017 as we drove efficiencies through the organization)- Pivoted global sales strategy to focus on reseller/partnership channels and dramatically increase average deal size (Went live with first 2 partners in 2017, OMX & ConnXus. Led C level relationships)- Received coveted catalyst designation for high performers- Sponsored or co-sponsored a number of Diversity & Inclusion groups and events. - SAP Business Women's Network Atlanta - SAP Business Women's Network Miami - SAP Black Employee Network Vision Board Event

- Led a global organization through multiple senior executive changes, expansion of responsibility and strategic re-alignment.- Drove operational improvements leading to substantially reduced headcount, while maintaining revenues & increasing margins.- Maintained employee engagement and leadership NPS scores substantially above company averages. - Exceeded company goals on Diversity & Inclusion

- Drove executive alignment to pivot product and operational strategy - Partnered with marketing leaders to support new strategy and direction. - Built buy and supply side sales teams under new operational paradigm - Achieved 40% increase in transactions 2013 - Achieved 300+% increase in transactions 2014 - Drove substantial revenue growth - Assumed leadership of global sales & operations

- Evaluated non-core SAP asset for invest/divest determination- Implemented new processes to substantially increase operational efficiency & reduce carbon impact while maintaining high margins.

Managed a team of twelve resources and was charged with the dual duty of cultivating buyer activity on the site as well as all Customer Service related activity. • Improved business process to increase overall production of sourcing team by 50% vs. 2011 without increasing headcount of the sourcing or mechanical engineering teams.• Led teams that sourced over $12 billion in direct materials (machined parts, casting, stamping, forging, molded plastics, sub-assemblies, fabricated metals, etc.)• Coordinated IT improvements to increase mechanical engineering team production by 200% vs. 2011• Aligned business & employee goals by re-engineering comp plans to be incentive based and drive desired behavior, reducing base salaries by approx. 25% • Achieved 100% of plan for marketplace utilization • Achieved 110% of plan for marketplace transactions• Continuously improved process through measurement of KPI’s (users, utilization & transactions), improved messaging, and incentives• Managed all sourcing side relationships in North, Central & South America • Co-ordinated Americas engineering team to handle all Americas, Asian and European engineering responsibilities.• Drove 50% YOY increases in supplier sales opportunity to the Asian sales office through realignment of sourcing side business process.

Responsible for identifying potential new partners, crafting the terms of the proposed partnership, and bringing the partnership to fruition• Planned, project managed, and delivered MFG.com’s 3rd vertical e-sourcing marketplace (http://bit.ly/xf7AzZ )• Engaged in high level business development for increased growth resulting in relationships with numerous channel partners (Michigan, New Hampshire, Texas, b-Pack, Coupa) producing over $100k in new sales• Architected, negotiated, and championed partnership with UPS, a top 3 international freight & logistics company • Architected, negotiated, and championed partnership with U.L., a leading global industrial verifications vendor• Acting Director, Professional Services for new enterprise e-sourcing product (www.livesource.com)

Responsible for creating training materials, standardizing training process and substantially increasing domain expertise within the organization while furthering MFG.com’s dominant thought leadership position in the global manufacturing market.• Author: MFGWatch Trending Manufacturing Data survey (Covered in Wall Street Journal, CNN, CBS Marketwatch etc)• Developed strategic plan for RFQ development resulting in an increase in buyer on-boarding by 225%• Founded social media group developing Twitter, Linked In, Facebook & Blog presences• Created all training materials and standardized global reporting processes for sales & sourcing personnel in Asia, Europe and the Americas

Responsible for creating and implementing MFG.com’s Quality Assurance policy across the global enterprise while building teams to support the QA lifecycle for the platform.• Created & implemented global QA policy resulting in a 95% reduction in production defects• Sourced over $1 MM in software & services• Built teams in the US and China to drive process compliance• Worked internationally with cross-functional teams in US, Edinburgh, Geneva and Shanghai to integrate European acquisition (www.sourcingparts.com)• Provided sourcing and procurement subject matter expertise for the application development team.

Managed initial sourcing & engineering teams while implementing e-sourcing best practices and creating sound business process.• Built e-sourcing and engineering teams from scratch• Increased marketplace utilization 2005-2007 by 45% per year (approx. $2 billion)• Increased marketplace transactions 2005-2007 by 100% per year• Saved OEM clients and aggregated amount over $900MM from 2005-2007