Direct report to Executive Director - Managed $30M budget and all levels of support for 400 engineers World Wide. Responsibilities: Project Managed a two phase divestiture from IBM to Lenovo for the SC Engineering Organization. Significantly improved the organization’s efficiency in first six months.Accomplishments: - Successfully migrated 400 Engineers world-wide and $30M budget to Lenovo with no impacts to schedule or performance. - Planned and reduced HC by 38% in six months through attrition, resource actions, and transfers out of the organization. - Cut operating expense by 33% via labor, travel and other expense reductions

Responsibilities: Drove all facets of business operations for a technical subsystems organization typically averaging around 250HC and $25M. Project Managed: Services engagements for this team, and Business Controls, Recruiting and the award process for the entire ISC Engineering team of 1500 WW. Also managed the General Procurement Quality system and Intellectual Property Program for the ISC Organization.Accomplishments: - Beat yearly budget challenges via HC and other expense reductions (travel, IT, etc.) typically in the 8-10% range per year. - Grew services from $1.5M to $2.3M in two years. - Maintained full audit readiness in all aspects of business controls via bi-annual surveys and asset audits. - Drove and tracked hiring process of approximately 50 HC in 2013/14 to meet targets. - Improved General Procurement quality for 10 straight years in a row via continuous improvement initiatives and aggressive target setting. - Drove the patent education process for the Supply Chain Organization, organization created twenty three patents exceeding the target of fourteen in 2013.

Responsibilities: Project managed several ongoing programs for a world-wide engineering team of approximately 1700. Programs managed included: Warranty Reduction, WW Manufacturing Scrap Reductions, General Procurement Quality Improvements, Engineering Tool Enablement and the Parts Re-utilization Program.Accomplishments: - Reduced overall warranty cost from $160M in 2007 to $97.5M by the end of 2010. Worked with team reps to manage supplier recoveries, cost improvement initiatives and supplier redemption. - Drove Scrap actuals from over $37M in 2007 to $14.7M in 2011 vs. the FY target of 16.2M (60% reduction over four years). - Ratcheted General Procurement Quality targets higher each year based on actual attainment levels. Many targets set at or near 100% (0 defects). - Managed tool enablement for the WW team, and managed tool parsing for the PC Co. divestiture in 2005. - Managed Parts re-utilization for the zSeries Brand from 2007-2009 until reorg. Created reutilization initiatives saving 3M vs. 1M target in first year.

Responsibilities: Managed a team of seven engineers to fund, create, modify and deploy eTools across the world wide engineering organization. Managed to HC and budget targets.Accomplishments: - Created a process for contract manufactures to buy components utilizing internal company contract pricing when less expensive than their own. Saved a recurring $25M per year.- Built and modified a qualification database to maintain all technology and P/N level qualifications for all IBM parts and sub-assemblies. - Enabled a web based audit tool to track WW audits across brands and notify suppliers of corrective actions needed. - Created a certification process for IBM Auditors. - Web enabled and improved a Process Change Notification tool, Problem tracking tool, Supplier Quality Management System, and other eTools for information sharing/tracking with global supply base.