Materials Manager at BCS

• 1/2017 to Present: Materials Manager for Space and Intelligence Systems (SIS), managing material program managers, material planning and supply chain analyst. o Lead cross-site Functional Focus Team for Harris SIS North America.o Project lead for revising material management process for SIS North (former Exelis divisions) with the Harris SIS South model.o Dock-to-Stock Chair to improve process for parts flow from dock, thru inspection, to warehouse, using a PFMEA process team formed to address risks and opportunities.• 10/2015 – 4/2016: Interim Supply Chain Manager for Colorado Springs, CO facility, managing Purchasing and Subcontract Managerso Strategically streamlined Supply Chain Org into System Product Lineso Developed and implemented a new S&OP processo Improved / simplified processes to reduce overall requisition to PO process time by 20%.• 11/2014 – 7/2017: Supply Chain Manager for Analytical Instrumentation business unit, overseeing the purchasing, planning, customer service, warehousing and shipping/receiving departments. o Overhauled S&OP process o Greatly improved On Time Delivery from 85.3% 3Q2014 to 99.3% 1Q2016o Cycle Count Accuracy from 98.3% to 99.98% in 18 monthso Purchased Savings increased 30% from $417K in FY2015 to $540K in FY2016

• Global Supply Chain Manager for Raw Materials, Plastics and Hardware for 5 plants in the US and 2 plants in Mexico, with an annual budget of around $64 million.• Responsible for development and deployment of global strategies and supplier rationalization, with each of the North American sites, in line with both site specific goals and overall Xylem objectives.• Work with purchasing teams at each plant to set annual savings plans and projects to support those savings. Determine the project leaders and maintain centralized savings database, report monthly savings tracking and forecast of projects to meet annual savings objectives.• Exceeded savings objectives last 3 years with $1.5M, $1.8M and $2.2M in gross savings totals.• Developed Supplier Metals Agreements with key raw material suppliers to increase our hedge and locking in of large quantities of copper, steel and stainless, from less than 20% to 85% of annualized tonnage.• Construction of multi-year and multi-site Corporate Supply Agreements for larger key suppliers and critical to business partners, resulting in year over year savings.

• Senior Buyer for mechanical and optical components to support production of satellite based imaging systems. • Purchasing precision machined components, weldments and assemblies; as well as sapphire optical blanks, a variety of raw material, specialty hardware, and metal finishing; in a low volume manufacturing environment.• Helped develop a new strategic role for supply chain to coordinate all procurement activities for a specific program, which was behind schedule. Developed the protocol for earlier supplier involvement in part development. Established a rapid quoting and source selection process, using a cross-functional team. Created an excel spread sheet tool to monitor progress of all open orders, engineering activities and supplier updates. This new position and process helped to reduce leadtimes by an estimated 30-40%, and assisted the program on getting back on schedule.• Developed and implemented a streamlined and more standardized purchasing process, by changing and simplifying work procedures, creating new short codes to reduce redundant entries and wasted time (MUDA). This had an added benefit of reducing the amount of paper used in printing a contract.

• Senior Buyer for raw materials and packaging, with an annual budget of $28 million. Purchases included all chemicals and additives, flavors, gums, starches, seasonings, dairy and fruit. • Responsible for development and implementation of the commodity strategy, in line with departmental and company objectives.• Purchasing representative for new product development team. Responsible for coordination within purchasing group, to support R&D requirements, sourcing of materials to meet customer timelines and financial objectives. • Successfully exceeded all cost saving reduction projects, meeting favorable budgets each of the last 4 years, including $720K in 2007 and over $900K in 2008.• Successfully negotiated the recovery of $440,000 from a supplier, for two large quality issues.• Development of international supply base, specifically fruits from South America, to meet customer and company risk management objectives for counter-seasonal products.• Provide monthly commodity reports on all fruit purchases, including updates on crop conditions, weather, current marketplace and future trends.• Back-up to Commodity Manager, Purchasing Manager, and have served as MRO buyer for company.

• Worked as a Projects Buyer for new programs at a global Tier 1 automotive manufacture. Purchased a variety of components used in the manufacturing of vehicle wiper systems. • Successfully negotiated the reduction in costs of new components for large volume vehicle platform by 23%, from $6.2092 to $4.7667. The saving of $1.44 per module, over 1,050,000 units per year, equals annualized savings of greater then $1.5 million.• Reduction in new component costs improved material consumption from 62.6% at program launch to 56% currently. On going open action items, can further reduce this to 50.5% at production launch.• Gross Margin on new vehicle program was improved from an initial deficit of -1.5% to 7.5% currently.• Improved low cost country content on new program to greater than 55%, with actions in place to have increased that amount to over 60% by vehicle launch.• Worked closely with P1 Program Team to ensure a successful on time and flawless launch of new vehicle. Start of production was June 2004.• Working as a Commodity Buyer at a global Tier 1 automotive manufacture. Purchased a variety of aluminum and zinc die-castings, as well as rubber components, used in vehicle wiper systems. • Successfully implemented resourcing project with a Chinese supplier, saving the company 45% on its purchase of 6 rubber grommets, or annualized savings of $530,000.• Negotiated savings with current die casting suppliers that amounted to $792,000 annually for 2003.• Reduced number of die casting suppliers from 9 in 2001 to 4 strategic suppliers by the end of 2003.• Using a variety of negotiations, resourcings, and part commonization, was able to reduce the number of rubber suppliers by 65% from 23 at the end of 2000 to 8 at the end of 2003.