As VP of Business Process Excellence, my focus is on Transforming the company and it businesses through the buildout of effective Strategic and Business Management Routines, establishing critical Strategic Capabilities, improving key Business Processes, and facilitating changes in our Portfolio Mix aligned to the Companies Strategy / Strategic Direction.Key work includes:• Launching Hoshin Planning | Strategy Deployment, monthly Hoshin management routines, and A3 Problem Solving practices through Top 3 levels of organization (with over 200 leaders and employees)• Driving the adoption of 8020 Methodology across 7 businesses, driving the organization to simplify Customer | Product offerings, Separate and Resource critical business streams for growth, and apply Targeted Growth Practices to expand share of wallet with top customers• Broadening the companies Lean Transformation activities (leadership training, hiring of key talent, establishment of internal deployment model and toolkit, adoption of KPI’s demonstrating maturity and impact)• Establishing the organizations Due Diligence PMO and related Standard Work practices (ensuring effective and efficient deal evaluation, and handoff to integration PMO).The impacts of these programs include:• Simplification of Customer and Product offerings while growing Top Line, improving response / delivery to Top Customers, and reducing SG&A• Focused Value Stream / Operating Profit improvements• Rapid expansions of a strategic business unit (Industrial Mixing) through inorganic means

Strategic Program Leader / Business Partner to Sector Executive team, integral in shaping options and delivering inorganic solutions against top strategic issue / priority for $11B Climate Solutions Segment• Business facing global competition from new technologies – sought solutions delivering Growth ($1B target), secured Technology, and defensive Protections in Core Markets• Managed M&A program office overseeing full deal lifecycle including Strategy, Targeting, Selection Rationale, Diligence, Business Case, Negotiation, and Commencement. • Explored various forms of partnership alternatives (Merger, Acquisition, JV, Technology Licensing)• Participated in multiple deal development cycles with Japanese, Korean, and Chinese businesses.• Closed a 50|50 JV between Trane and Mitsubishi Electric US covering marketing, sales and distribution of ductless and VRF heating and air conditioning systems in the Americas ($750M Revenue Business)

A Trusted Advisor and Strategic Business Partner to the President and Staff, responsible for driving organizational efficiency and effectiveness and running key management routines during start-up of 2 newly formed Strategic Business Units ($100M Fluid Management and $150M Material Handling). • Implemented processes for defining and deploying annual strategic priorities and monthly management routines (Hoshin Planning, A3 Thinking).• Drove Operating Model and Organizational Design changes resulting in re-aligned process, realigned responsibilities, KPI’s, and drove talent upgrades for critical roles.• Applied Strategic Choice Cascade methodology and 13 Commercial Choice framework, coaching teams through development of robust Growth Strategies and execution plans.• Deployed Lean practices to drive dramatic improvements to key Customer Facing Processes (Engineer to Order, Customer Service) decreasing response times, increasing order throughput, and improving Net Promoter Scores

Program / Process Leader responsible for deployment and adoption of Hoshin Planning Goal Deployment process and monthly management routines within the $8B Global Climate Solutions Sector.• Drove organization-wide alignment and clarity around the Vision, Breakthrough Objectives (priorities), and Annual Objectives (similar to OKR | Objectives and Key Result process). • Coached and mentored Business Unit leaders driving increased adoption of key Lean Leadership and Lean Problem-solving tools (Strategic A3 Thinking, Countermeasuring, and Leader Standard Work). • Credited regularly as an enabler of record operational performance of company’s largest business sector.

Led multiple teams and workstreams for multi-phase Acquisition Integration program, merging four global businesses (Trane Commercial, Trane Residential, Hussmann, Thermo King) to create $8B Business Sector. • Applied Operating Model (Org Design | Org Effectiveness) practices, Lean practices, and deep understanding of end-to-end business processes to efficiently join workforces, expand collaboration, and actuate change.• Delivered initial $25M in organizational cost reductions and additional $75M in bottom line benefits as a result of further organizational, operational and revenue harmonization.