Responsible for the development and execution of the enterprise strategy for MRO, material handling equipment, waste, and janitorial services totaling $75M in spend. Focused on strategic sourcing and supplier relationship management to ensure stability of the supply chain, mitigate risk by negotiating contracts and supply agreements, and deliver cost savings to the enterprise. Achievements• Utilizing DMAIC and Lean Sigma in my projects, I have averaged $1.15M annualized hard savings and $800K in annualized cost avoidance over the last three years while managing $75M in MRO, material handling equipment, waste, and janitorial services. • Implemented an enterprise material handling program which leveraged purchases of equipment through one preferred supplier identified by conducting a comprehensive RFP. In the three years since implementation, the program has resulted in $2.4M hard value and a cost avoidance of $1.65M.• Successfully implemented an enterprise preferred large industrial MRO supplier program through a comprehensive RFP process, supplier negotiations, contract management, and collaboration with internal stakeholders. This program has resulted in an annualized hard savings of $800K. • Successfully negotiated contract with Waste Management, which resulted in an annual hard savings of over $150k while retaining key indemnification clauses.• Consolidated janitorial services across the enterprise to one preferred vendor by conducting an RFP, which resulted in $125k annual hard savings. • As part of an implementation team for a new source to pay system, Coupa, I was involved in defining buyer roles and responsibilities, purchasing processes, and worked with suppliers on pricing and onboarding to the new system.

Responsible for strategic initiatives; specifically focused on cost down and consolidation alignment to strengthen growth within SMC. Manage key metrics associated with the improvement of overall cost of raw materials and vendor services within SMC. Manage national suppliers with strategic initiatives such as corporate KanBan agreements, corporate VMI agreements, lead time reduction projects, and other programs that help the overall materials management of SMC.

Primary liaison between Sanmina and the customer responsible for overall customer management and satisfaction including; new product quotations, sourcing of components, outsourcing of value-add operations, delivery, quality, communication and responsiveness. Responsibilities also included order management, customer agreements, revenue achievement, business concern resolution and overall business development. Achievements• Responsible for 30+ customers, accounting for more than 40% of the plant’s revenue. • Reduced manufacturing and assembly lead time from 95 days to 54 days, while increasing profitability by over $100,000 annually. This was achieved by utilizing lean/six sigma methodology and consolidating the supply chain to remove non-value-added processes.• Increased profitability on the Honda account from -3% margin, to +22% margin. This was accomplished through though diligent vendor management, meticulous production planning and forecasting. • Improved Honda’s On-Time-Delivery from 66% to 86.6% by analyzing weekly forecast trends, collaborating with planning to ensure schedules were made in accordance with demand and worked with production to ensure deadlines were on target, or if alternatives needed to be explored.

Direct all aspects of two facilities to ensure that members receive exceptional service and that facilities are well maintained and in good operating order, while fielding escalated membership issues on the corporate membership service line. Achievements• Improved club ranking from 150 to Top 20 by creating a culture of accountability and a sense of pride on the part of employees.• Hired, trained and supervised all fitness, childcare and janitorial staff and manage all job performance. • Managed payroll and supplies budgets, monitoring expenditures and creating all necessary financial reports.• Trained and retrained each Operations Manager in the district on proven methods of how to drive revenue and profitability in the club. • Recognized by the District Operations Manager for immediate and sustained improvements in the district’s revenue performance.

Actively participated in the Leadership Development program, which trained “high potential” candidates to manage all logistics and operations at Target Stores; this ensured team and bottom-line success. Inspired exceptional performance with thorough people management, guest services, and merchandise presentation. Replenishment Executive Team Leader - $100M Store • Managed logistics process for store including: all inventory, replenishment, payroll, scheduling and safety. • Interviewed, hired, trained, motivated and managed performance of 125 team members, including five Team Leaders. Achievements• Increased inventory location accuracy from 93% to 97% by revamping the training program, conducting daily stockroom team meetings and by taking a proactive approach to team member performance.• Significantly decreased overtime and met payroll goals by effective scheduling and payroll management. Hard Line Executive Team Leader - $55M Store • Managed day to day operations of the Hudson, WI Target store including staffing, projects, store presentation and customer service. • Led safety, store service, scheduling and payroll to support store success. Achievements• Recognized by District Team Leader and Store Team Leader as top performing Hard Lines Executive Team Leader in the district.• Recognized by Group Team Leader for leading the store to achieve over 200 days without a safety incident.