Responsibilities included business overview and process development• Mapped business processes across organizations, identifying process inconsistencies and gaps• Developed and implemented a model to allow cost savings across mat fleet to allow for supply/demand balancing at the job level, saving ~$1M annually• Implemented shared resource process to leverage manpower ebb and flow across business units• Led Merger and Acquisition Inventory team during latest acquisition – onboarding $100M annual revenue• Implemented standardized inventory tracking across business units, lowering company wide CAPEX spend and increasing EBITDA• Developed an asset utilization model to leverage the vertical integration of the companies to acquire market share• Implemented a semi-automated modelling solution to optimize logistics spend – saving $4M annually• Facilitated communication and coordination between corporate headquarters and reporting business units via weekly 1-on-1s with department heads and quarterly site visits, serving as liaison toward all equipment related and B2W software related concerns and needs

Responsible for all aspects of supply chain – including logistics, procurement, S&OP, demand planning, and supply planning.• Liaison to Sales and Operations executive teams• Developed weekly cost projections model to better inform executive team and board of directors• Developed weekly procurement forecasting model to utilize as intermediate solution during Oracle ERP re-implementation• Assisted AP, AR, finance, and accounting departments with Oracle ERP re-implementation• Led team to identify areas of need and begin Oracle ERP re-implementation throughout procurement, BOM, forecasting, inventory control, operations maintenance, order management, asset management, and capacity modeling.

As Supply Planning, was responsible for global supply chain ($5B annual revenue) to support all hardware groups from Internal Manufacturing (IM) and External Manufacturing (EM), consisting of 5 manufacturing locations worldwide. Manage a team of 12 supply planners and materials program managers.• Designed newly created Supply Planning group and its strategies• Modeled short- and long-term vision of supply chain oversight and review process• Created weekly supplier review process, with a weekly supplier commit improvement from 13% to 87%As Demand Planning, responsibilities included management of $2B annual revenue from Enterprise and Engineered Systems groups. Owned the forecasting and demand planning for all 21 product lines making up the Enterprise Servers and Engineered Systems groups. Managed a team of 8 senior demand planners.• Drove change through executive management to implement demand forecasting change that allowed for a platform level ownership of monthly forecast while keeping quarterly and annual forecasting accuracy at levels equal to or greater than goal

Responsibilities included management of $2.8B annual revenue from the Oregon manufacturing site. Owned the strategic management for all 47 of the product lines supported at the Oregon Internal Manufacturing (IM) facility. Managed a team of 14 personnel, including senior master schedulers and supply chain analysts.• Implemented inventory reduction strategy; reduced quarterly on hand inventory position by $30M, increased annual inventory turns from 4 to 17• Within first month of new role, introduced 100% MRP validation for all buy level parts for IM platforms• Implemented a semi-automated tool for week over week supplier change validation, allowing an immediate answer to supplier’s inquiries of weekly buy-level changes

Responsibilities included weekly top to bottom validation of supply chain by platform, supplier commit escalations, lead time analysis, and weekly commit to quarterly revenue position. Supply chain included suppliers across Asia, Europe, and Mexico. Additional responsibilities included situational analysis and strategy development for the functional disciplines of supply chain development, procurement, planning, and inventory control.• Introduced BOM design for NPI launch of Oracle’s flagship product lines (Exadata, Exalogic, Big Data, Super Cluster)• Department lead for ERP transition and implementation. moved from legacy ERP to Oracle current release, eliminating all custom solutions (vanilla, out of the box) in 1 year

Responsibilities included weekly top to bottom validation of supply chain by platform, supplier commit escalations, lead time analysis, and weekly commit to quarterly revenue position. Supply chain included suppliers across Asia, Europe, and Mexico. Additional responsibilities included situational analysis and strategy development for the functional disciplines of supply chain development, procurement, planning, and inventory control.• Received world-wide operations acknowledgement and award of 100% on time performance for OPL DC NPI product launch • Responsible for NPI product launch of Sun Microsystem’s Enterprise product lines (Magnum, Platinum II, Genesis, OPL DC)• Led cross-functional project to decrease material readiness for NPI launches; increased material readiness by 25%

Responsibilities included daily execution and reporting of customer order release, clean to build validation, and weekly E&O reporting by platform. Additional responsibilities included rescheduling customer ship/delivery dates as needed to align with factory/logistics expectations.• Backlog planner for Sun Microsystem’s Enterprise product lines (OPL DC, Starcat, Serengeti, Primepower)• Led team responsible for inter-company sales model between Sun Microsystems and Oracle America to leverage each company’s strengths in joint hardware/software sales cooperative event• Led cross-functional team responsible for initiation and development of CRS Tier I transition from California facility to Oregon facility

Responsibilities included daily reporting of 100% of all orders moving through the factory, recommending customer reschedules