Directs global end-to-end Supply Chain for 11 Divisions, 25 manufacturing sites, and 2 joint ventures. Leads 16 direct reports and 1,200 total associates. Mentored 14 future leaders through rotational program.• Implemented performance scorecard with Key Performance Indicators moving organization to 1st quartile: improved payment terms, supplier on time delivery, and customer delivery; reduced freight costs, purchase price, returned parts per million, and inventory; and increased LTA penetration.• Deployed Supply Chain best-in-class tools such as Ariba for Indirect Sourcing, Seal for Contract Management, SAP Hanna ERP solution, Precision for Transportation Management, ePFEP for Inventory Optimization, aPriori for Should Cost modeling, and Logility for Forecasting and Demand Management.• Implemented Planning and Scheduling best practices including S&OP and Finished Goods strategies, Kanbans, VMI and supplier Consignment reducing inventory and improving delivery to customers.• Deployed Commodity Sourcing strategies to leverage spend across Divisions and developed global suppliers. Secured supplier Continuous Improvement commitments to deliver yearly price reductions.• Negotiated foundational Long-Term Agreements with global partners securing capacity in a CI framework.• Created Supplier Development capability improving performance and dedicated supplier capacity to meet Operational needs. • Partnered with Operations creating a Core / Non-Core model per site enabling investment and outsourcing strategies.

Held P&L responsibility for major Programs. Established and led Operations Excellence, Continuous Improvement, Quality, and implemented best practices in Program Management for four Company Divisions. • Led capacity planning process to ensure efficient Operation and support of new Programs awarded.• Ensured capital acquisition was included in annual Plan enabling execution of delivery commitments.• Partnered with Lean teams driving improvements in manufacturing to reduce cycle time and improve yields. • Led Corporate-wide initiative reducing cycle times and generated $75M of incremental cash for the business.

Held P&L responsibility for major Programs within 7 Operating Companies and 22 sites, overseeing delivery and quality performance, proposal estimating, and customer contract negotiations. Deployed Integrated Product Teams for New Product Introductions and leader of “Return to Green” process across the Division. Reported to Division President. • Enabled 30% increase in revenue by leading pricing initiatives to ensure creation of best value for existing capacity while ensuring high win probability on important Programs.• Ensured multi-functional teams were in place to achieve Gold-standard delivery and quality performance on critical Programs while keeping up with engineering changes.• Overhauled contract review process ensuring customer orders were in accordance with negotiated contracts.

Directed overhaul and repair facilities, customer service, order management, material forecasting, forward stocking locations, material delivery functions supporting aircraft after delivery. Reported to COO.• Opened 3 forward stocking locations in Europe, Asia, and South Africa. • Increased inventory turns 25% by implementing forecasting best practices using fleet data. • Implemented 24/7 customer service Center of Excellence.

Held dual role responsibility: Managed fully integrated P&L including operations, continuous improvement, sales, engineering, supply chain, facilities, health & safety, finance, and HR to support the final assembly and flight operations for the S-92®, S-76® and Light Helicopter product lines and managed the Completion Center for all Sikorsky commercial aircraft. Reported to President, Commercial Business.• Tripled size of business to 1,800 employees and $1.2B revenue in 7 facilities of 354,000 sq. ft., supporting the production and deliveries of up to 250 helicopters per year. • Led company’s first acquisition integration and transitioned business to a UTC Key Manufacturing Site utilizing UTC’s Operations playbook and ACE principles. Integration included people, processes, and implementation of Enterprise business solutions such as SAP, Matrix One and Solumina. • Accomplished gross margin expansion on all commercial aircraft 10-20% depending on model. • Opened best-in-class Customer Delivery Center enhancing experience during aircraft delivery process. • Created Training Academy to onboard thousands of mechanics and manufacturing associates.

Head of Supply Chain with a $1+B Spend budget across 6 sites and 2 subsidiaries, a team of 260 in Procurement / Purchasing, MRP, Supplier Quality, Manufacturing Engineering and Quality Engineering. • Championed deployment of SAP 6.0. Met / exceeded material budgets on Commercial and Military Programs. • Negotiated with global suppliers reducing costs and improving Terms and Conditions. • Rationalized indirect supply base by implementing VMI and Kanban.• Implementing best practices to transition Fabrication work content to Global sources.

Reporting to head of Military Division; responsible for all Supply Chain for two sites including Master Production Scheduling, MRP, Production Control and Procurement, internal / external Logistics, material estimates and execution to contractual commitments. Accountable for $600M of spend and led an organization of 250 employees.• Reduced working capital investment to support Operations 25% while improving customer service 30%. • Implemented process improvements to reduce schedule variation 35%. • Ensured readiness for upcoming CPSR audit.

Accountable for revenue stream of $500M for aircraft and components. Led multifunctional, multicultural, and virtual teams in Canada, Texas, Korea and China responsible for aircraft manufacturing, delivery performance to customer commitments, managed fleet support of 1,500 helicopters and product improvement strategy. • Increased revenues and profitability by reducing manufacturing cycle time and increasing number of aircraft delivered 25%. • Responded to market requirements by developing mission-specific equipment increasing sales 20%, and certified aircraft upgrades to capture aftermarket business and increase sales 18%. • Completed competitive benchmark and developed technology roadmap increasing revenue 40% over 3 years.

Held P&L accountability for $150M product line including aircraft and components including strategy, product improvements, delivery performance, and customer commitments. Led total staff of 500.• Developed and implemented roadmap achieving growth in sales and profitability. Created retrofit program extending aftermarket market for 20+ years, increased spares revenue 15%, while stopping production of aircraft. • Improved on-time delivery and eliminated past due backlog of aircraft and spares 50%. • Implemented a cost reduction plan to increase aircraft profitability 20%. • Established manufacturing and repair & overhaul capabilities for commercial/military aircraft components in India expanding footprint in Asia.

Reporting to the Senior VP of Commercial Business Unit responsible for revenues of $1B. Led a team of 7 black belts and 32 green belts. Developed a scorecard and deployed Six Sigma resources to improve the Unit’s KPI’s.• Acted as Program Director on V22 Program responsible for preparing the aircraft for OPEVAL. • Completed 6 improvement initiatives totaling $7M in annualized benefits: 1) Sourcing Long Term Agreements; 2) Program Management Processes; 3) International Sales Representatives Compensation System; 4) Purchase Agreement Cycle Time Reduction; 5) Warranty Reconditioned Parts and 6) Light Helicopter Product Plan 2020.

Established Enterprise-wide Strategic Sourcing for Commercial and Military Spend of $850M. Represented Bell Helicopter on Textron’s Supply Chain Council for Direct and Indirect Spend. • Hired and trained skilled professionals responsible for 16 Commodity teams resulting in negotiated long term agreements on $300M Spend with savings of 13-35% and YoY price reductions and volume rebates. • Managed a pipeline of initiatives resulting in Operating Profit improvements of 7% over company Spend resulting in being the recipient of Textron’s Chairman’s Award of Excellence. • Led Global Sourcing in Eastern Europe, Middle East and Asia for commercial and military aircraft resulting in being the first recipient of Textron’s Magellan Award in Globalization Excellence. • Utilized e-sourcing tools including e-auction for RFPs to increase competition and accelerate cost reduction.

Director, Supply Chain Management | 1998 to 2002Directed organization of 190+ employees, responsible for $300M of spend. Accountable for Procurement, Strategic / Global Sourcing, Supply Chain Planning and Logistics and factory’s Supply Chain Strategy. • Launched Organizational Design initiative using “Shared Leadership” increasing performance and efficiencies. • Implemented i2 Supply Chain software APS, Advance Planning Scheduling, and CSM, Component Supplier Management. • Rationalized supply-base 30%, increased inventory turns 20%, absorbed 30% increase in warehousing without additional staff.Manager, Subcontract Administration | 1996 to 1998 Supervisor, Materiel Administration and Subcontract Administration | 1992 to 1995Subcontract Administrator | 1991 to 1992Subcontract Cost Analyst | 1987 to 1990