• Lead a multi-million dollar cost savings activity for the Direct Procurement Supply Chain Organization• Coordinate cross-functional reviews to align part should cost, negotiation strategy and cost targets• Analyze project data and progress, generating reports and presentations for C-Suite on a bi-weekly basis• Supported over 50 supplier visits around the world to drive negotiation strategy and to achieve aligned cost targets• Partner with Executive Leadership to escalate commercial negotiations to ensure cost targets were met and aligned with the negotiation strategy and timeline• Lead weekly, commodity focused meetings to ensure teams keep to negotiation timelines, are meeting cost targets and to mitigate barriers to success• Maintain and manage a commercial project management database, tracking commercial negotiation progress• Created and lead a Material Cost Attack process, utilizing a cross-functional ownership between Product Development, Purchasing and Finance, to continue driving BOM cost improvements• Lead and manage the Supply Chain Sourcing Council process for all new and significantly modified parts for multiple vehicle lines

• Led completion of all Purchasing and Suppler Quality team deliverables through the product lifecycle• Acted as the Supply Chain leader on the cross-functional program team• Established and maintained KPIs to execute business needs and support business operations of the Supply Chain organization• Developed and optimized processes and tools to aid in standardization and continuous improvement activities

• Direct the planning, scheduling and execution of the R1 vehicle launch for Validation Prototype (VP) to the Start of Production (SOP)• Responsible for post-production change implementation to the manufacturing line• Collaborate cross-functionally to determine material readiness for all build phases and develop roadmaps for functions that will not meet required Material Readiness Dates (MRD)• Collaborate with Tier 1 and Tier 2 suppliers to develop and approve rate and flow plans to meet the build schedule demands• Routinely conduct Build Risk Analyses prior to build event to mitigate in-build issues and escalate high risk items in an executive forum• Conduct routine line walks to assess process improvements to maintain and/or improve efficiency• Co-Chair daily Change Implementation forums to accept or reject requested product changes to in-flight builds• Coordinate with downstream internal consumers of the vehicle to ensure the manufacturing and launch teams provide the correct documentation with the vehicles for testing and validation

• Responsible for all product change management standards, forms and processes, to ensure regulated change between Engineering and Manufacturing• Identified and drove improvements to make the change management process more efficient, reliable, and effective• Led and developed, with a cross-functional team, a concessions/deviations process from the ground up. This process is the sole source of allowing vehicle builds to continue with known deviations to the intended production intent• Built and led a team of Product Change Management (PCM) Analysts to support change within Rivian• Collaborated with IT to ensure associated business systems (PLM, MES SAP, Jira) and tools met current and newly developed processes• Developed learning content and delivered trainings and orientations as part of the onboarding and employee engagement process• Collaborated with the Plant change management team to define implementation strategies to be used, including severity and compatibility, and ensure adherence through the change management process• Chaired weekly change review board forums with associated Vehicle Line Directors / Chief Engineer, ensuring defined agenda and clear actions• Determined required analytics, establishing a set of weekly and monthly KPI’s via a Product Change Management dashboard

Mi-GSO|Pcubed is the largest global management consulting firm uniquely focused on project, program, portfolio and change management. Mi-GSO|Pcubed helps more than half the Fortune 100 deliver business transformation and embed innovation whether it's driving new products to market quickly, helping organizations optimize their investments or ensuring critical initiatives have the right resources, visibility and support to manage their complexity, simply. Mi-GSO|Pcubed has over 30 offices globally with regional headquarters in London, Ann Arbor, Singapore and Sydney.Our industry practices are directed by seasoned, experienced leaders and our consultants are known for getting to the heart of issues quickly and maintaining a focus on in-budget and on-time delivery. Mi-GSO|Pcubed's unique, pragmatic brand of consulting focuses on delivering results and building the internal capabilities within our clients.Duties:• Entrusted with business development, recruitment and consultant professional development• Key stakeholder in corporate strategic development and annual objectives• Leads a team of over 30 project management consultants and team leads• Responsible for the P&L activities within my multi-million dollar business unit

PREMIUM OEM PROGRAM MANAGEMENT & STRATEGY• Conducted a portfolio analysis to define annual OEM Strategic Objectives in alignment with corporate Product Development Objectives.• Defined and deployed robust program management tools and processes to help enable the cross-functional team to successfully deliver against the strategic objectives and Product Development Strategy.• Led development of key business communications material for Director’s Senior Management and Executive Management Reviews, led coordination of the All-Hands events and presentations.• For newer technology products, conducted product development process and resource mapping initiatives to facilitate communication between work stream leaders and functional group owners for the purpose of identifying process optimization opportunities. These initiatives were essential to reduce timing for end-to-end delivery onto target vehicle programs to gain competitive momentum in the automotive industry.PREMIUM OEM MARKET ALIGNMENT• Led teams in North America and China to deliver $247M in total material cost savings, by aligning content, series offering strategies and pricing strategies; over delivering the target savings by $43M• Regularly participated in senior executive reviews to provide project status, strategic insight and global market trends • Analyzed and identified global market content optimization opportunities measured against premium OEM global competition in order to increase vehicle margin.• Identified technology trends and opportunities to reduce complexity and strengthen the brand, managing ideas with the OEM’s Market Alignment Process.• Provided results through formal reporting process and review cadence.• Conducted financial impact analysis.• Followed Program Planning to ensure the Program Teams meet all milestones.• Collaborated with Program and Marketing, Sales & Service teams to collate Global Market data.• Worked cross-functionally to collect feedback and material costs

OEM SOFTWARE VALIDATION FLEET• Conducted root cause analysis on existing processes to streamline and reduce total testing time• Examined end to end user work streams for communication improvements and to reduce the feedback loop lag time• Implemented a PDCA Cycle to improve processes and to prepare for an Agile methodology adoption• Improved tracking of software versions, known issues and issue aging

GLOBAL MILESTONE TRACKING DASHBOARD• Employed bi-modal approach of Waterfall and Agile to develop and deliver a technical solution for 300+ global end users.• Responsible for creating and maintaining the project charter, project plan, issues and risks log, change control log and requirements log.• Coordinated and led weekly status update meetings to key stakeholders and senior executives.• Consistently monitored the projects scope, and timeline to ensure the project would be delivered on time and in scope.• Engaged with organizational subject matter experts to perform a current state assessment, compile a list of project requirements and to create a future state process map.• Took initiative to foster additional organizational knowledge, to better the development of the client’s tool.• Programmed a VBA excel file to automate organizational program timing. • Compared and contrasted disparaged documentation to assess and locate issues regarding program timing. • Created new accurate timelines, combining different function’s timing.• Reviewed Process Sheets for completeness and accuracy pertaining to deliverable and program timing.

Employed by a Luxury Agency, catering to the socio-economic top 1%, responsibilities included consistently monitoring and improving operational and sales efficiencies. Success was achieved by leveraging existing and new technologies. Networking with 3rd parties to assist with operational modalities and forecasting the immediate and long-term financial gains. Financial Forecasting & Project Management• Improved operational efficiencies through implementation of a new front office technological solution and by successfully negotiating multiple supplier and partner contracts. These actions improved the bottom line by $70,000, and an estimated operational efficiency increase of 63%.• Implemented a mid-office automation process by utilizing relevant industry knowledge and leveraging an established network. This achieved an operational cost reduction of 70%, a 43% increase in the online revenue stream, and forecasted the improved bottom line sales and operational impact to be $1M.• All implemented solutions improved our Front Office and CRM data through consistent programming of software definitions. Results included Back Office QC reduction for accurate data capture with all solutions had a forecasted ROI of 12 months or less. Success was driven through advanced knowledge of Excel, SiSense and Crystal Reports.Contract Negotiations• Successfully negotiated four key contracts, which were crucial to increasing sales and operational improvements. These contracts in total yielded a $160,000 bottom line improvement YOY at minimal exposure to the company.Sales Growth• Dramatically improved the company’s bottom line, with an average net growth of 30% YOY, by utilizing thorough sales analyses, forecasting, and benchmarking.• The bottom line was improved by over $250,000 through the expansion of current operations, diversifying the contract portfolio and networking with new and established partnerships.

As the General Manager of one of the largest optometric companies in the United States, responsibilities included overseeing a team of nine employees, training them for success, and maintaining company mandated KPI’s, while simultaneously reaching or exceeding monthly and yearly sales goals.Leadership• Mentored a team of nine team members, two of which became honored with “Elite Sales Associate” status from the company.• Promoted twice to higher volume stores, in order to duplicate successful sales results. Ultimately, to open a new location, where sales expectations were exceeded by 13% in the first year.Financial Analysis & Reconciliation• Presented analytical sales data to the Regional Director and Vice President of Sales to successfully negotiate an additional revenue producing day, yielding an immediate 5% in sales growth.Sales Growth• Analyzed and benchmarked daily sales and associate goals by utilizing historical and current information.• Provided open and consistent communication of the goals, produced an increase of sales volume by an average of 52%, and exceeded goal expectations by over $150,000 in one location.

As the Graduate Assistant to the Dean of the College of Business responsibilities varied often which required adaptability and efficient time management. This position afforded the opportunity to hone skills such as multi-tasking, communicating, and analyzing and managing data.Leadership• Trained three undergraduate students on duties and how to monitor the quality control of their production. To streamline this effort, I created a uniform undergraduate training manual defining office conduct, and checklists to ensure accuracy of duties. This manual was ultimately mandated for use by all departments within the College of Business.• As President of the MBA Student Association, a significant educational and professional void was met through the creation of the 1st Annual MBA Student Career Fair. Allowing MBA students to showcase their knowledge and skills to potential employers.• Awarded the Gold Medallion for Outstanding Student Leadership by the Trustees of the University.Data Analysis & Management• Created a dynamic database, which could easily manipulate vast amounts of data as necessary. This database could run queries, analyses, be turned into data tables, or even into mail merge files.Marketing• Provided a unique and crucial role on the implementation of a consistent branding effort for the College of Business. The branding was implemented after creating and testing multiple logos, slogans, and ad campaigns with focus groups. The data was then analyzed and plotted, using a CRM Database for the best mix of marketing strategies.

Responsibilities:•Supported and assured the adherence of team members to our client’s standards, policies and procedures•Oversaw a team of 9 travel consultants•Reconciled daily sales receipts•Maintained ARC compliance, and filed ARC reports weekly•Proficient with DRS research•Forecasted quarterly sales, gross margins, sales volume, and controllable expenses•P&L responsibilities for revenue and controllable expenses•Reconciled expense reports•Extensively traveled the world Accomplishments:•Managed a multi-million dollar account•Increased store profitability through successful forecasting models•Increased the store’s corporate metric ranking from 64th to 22nd in 3 years