I lead and am accountable for all North America supply chain operations, encompassing a 70+ person global team in the following divisions: o Logistics - domestic and international, multi-modal transportation, internal and 3PL warehousing & distribution functions, and import/export services o Materials Management - annual direct material purchasing of $350M, global supply chain strategy and supplier relationship management, and inventory and material supply policies o Supply Planning & Analytics - process ownership and facilitation of the Sales and Operations Planning program, scheduling and order set-up, and supply chain analyticsDuring this unprecedented time of supply chain disruption and uncertainty, I led the transformation of the Landis + Gyr supply chain strategy to ensure we achieve the best possible continuity of supply for our customers. We have strengthened direct component manufacturer relationships, expanded our authorized distributor networks, and leveraged our tier one contract manufacturers' purchasing power. We have benchmarked and implemented world class COVID-19 safety protocols to keep our people safe and our manufacturing facilities operational, executed on business continuity plans for geographical diversity in manufacturing locations, and extended our support and expertise to our partners. A detailed analysis of nearly every route and mode of transportation into the East and West coasts of North America as well as the strategic onshoring of several key operations has led to greatly improved delivery consistency to our internal manufacturing facilities and ultimately out to our customer base.I was also able to develop, implement, and lead a multifaceted employee development program. This program, aimed at tying greater purpose to employees efforts, has led to stronger teamwork, improved leadership, and has extended the careers of our high performers at L+G during this time of job transitions.

As Sr Director of Supply Chain Management, I managed a team of supply chain professionals in most aspects of procurement, materials and supplier management, logistics & distribution, and manufacturing support. Through the restructuring and introduction of supply chain data analysts, better utilization of existing tools and introduction of new analytics, and the use of strategic partnerships, I was able to drive transformation of the supply chain team from one of a reactionary approach to one proactively utilizing predictive dashboards, forecasting trends, and gleaning better insights from available data. A few examples include the implementation of Transportation Management System (TMS) that analyzed both service level and cost to achieve 14% savings in annual logistics costs while improving on-time delivery rates by 9%. Leveraged analytical suite to streamline our outbound shipping and distribution routes, increase packaging density, and mitigate inconsistencies in inbound, overseas deliveries. Another example includes sponsoring and driving a multi-department product modernization program that improved product margins by 10%, improved delivery performance by 12%, and greatly enhanced supply chain resiliency.

As Director of Continuous Improvement, I established and chaired an approval committee to charter enterprise-wide projects and implemented a set of standards, templates, and tools used to increase project success. I was able to generate an effective control mechanism utilized as the platform for continuous improvement initiatives across all North American offices and leveraged program management skill set to create a methodology which would accomplish increased project goal achievement with a 66% reduction in required resources. This role allowed me to bring innovative solutions to the most critical issues in all corporate departments. I facilitated dozens of kaizen events, value stream mapping sessions, and process redesigns across all areas of the business. I was able to train continuous improvements leaders in various department throughout the organization who then could utilize the newly established processes to drive greater improvements.

Tokyo Electric Power Company (TEPCO) partnered with Toshiba and Landis+Gyr to deploy the world’s largest grid modernization project. As program manager, I moved to Japan as one of three Landis+Gyr employees to establish a permanent office in Tokyo, manage the daily program responsibilities associated with deploying 27 million smart grid devices, and help resolve technical issues with this first fully IPv6, multi-technology network deployment. The network platform is aimed at enabling the world’s largest Internet of Things (IoT) network and various smart city initiatives. In our time there, the L+G Tokyo office grew to nearly 30 employees, there were over 7M smart devices deployed, and system stability had surpassed 99.2%. I interfaced with the key customer leaders and their operations, engineering, and supply chain teams as the primary liaison, allowing for daily interaction on technical issue resolution, product delivery and deployment, and program strategy. The program achieved the coveted Best AMI Project of the Year for 2016 Award at Asian Utility Week.

The Materials & Logistics Manager is responsible for a team of supply chain analysts, buyers, inventory specialists, and warehousing personnel throughout the US. This group is responsible for consolidating sales forecasts into a operations plan used for material planning and purchasing. The Materials & Logistics Manager is responsible for managing inventory levels and controls, distribution of products from the contract manufacturers to the end customer and overseeing procurement functions for Landis+Gyr manufacturing located in Reynosa Mexico. In this role, I led efforts to globalize the supply chain and drive product manufacturing into world-class contract manufacturers, with emphasis on higher quality, lower costs, and improved delivery performance. Results included a $69.1M direct cost savings, gaining recognition as the quality leader in the industry, with more consistent delivery rate. I constructed an inventory ‘right-sizing program’, which yielded a gross inventory reduction from $42.9M to $17.2M with inventory turns over a three-year period—twice the industry average.

The Materials Project Manager was responsible for managing the annual procurement of nearly $70M worth of complex, outsourced assemblies and their associated contract manufacturers. Responsible for • oversight of fiscal and operational functions, including forecasting, purchasing, scheduling, execution of quality improvements, cost reduction efforts, implementation of lean practices, extended supply base management, and inventory strategy execution. Directed a cross-functional team that tripled productivity at five supplier sites by identifying and eliminating bottlenecks, implementing lean practices, optimizing equipment utilization rates, and restructuring buffer inventory strategies. Successful project results led to receipt of 2004 Corporate Presidential Achievement Award.

The role was responsible for the coordination and implementation of Engineering Change Orders (ECO's). In this role I successfully implemented over 300 ECO's annually, which required extensive synchronization between multiple internal organizations and the external supply base. I was able to control rework costs, scrap costs, and drive inventory levels to divisional lows while maintaining above-average output, allowing new products to reach customers faster and at lower costs.

After completion of Applied Materials' exclusive New College Graduate (NCG) program, I selected a position in the Sub-system Management Team of their largest division. In this role I created and introduced a process to reconfigure outsource assemblies that were rendered inactive due to an industry downturn. Within the first year alone, the new process recovered over $35M worth of inventory that otherwise would have been scrapped.