Accomplishments:• Integrated inventory control, forecasting, production planning and buying teams• Defined and developed the policy deployment for the annual plan including goals and metrics• Developed weekly/monthly/annual production planning process and reporting tools to monitor progress and planned vs actual results to forecast• Managed Team made up of 29 SCM and Planning professionals that coordinate manufacturing locations in China (6 team members), United Kingdom, India (5 team members) Canada and United States• Manage team of 31 material handlers in the receiving, warehouse and picking function and warehouse• Developed new Supply Chain team in India- Moved $10M of casting and machined components out of China and into India 2022/2023• Define and execute strategic sourcing strategy for 9 commodities and $30 Million in spend• Define, create and measure all supply chain metrics- OTD, DPPM, PPV, Cost Savings, Inventory. OTD improved from 82% to 94%• Developed a detailed expansion plan to move castings from North America to 17 suppliers in China and 6 suppliers in India annual savings of 6% annually 2019-2021 Responsibilities:• Responsible for the performance of global supply chain- Cost, Quality, Delivery and Inventory control• Responsible for the global production planning team across all sites- Master Schedule, Production schedules and integrity of ERP information• Lead initiative to redefine order policy- lead times, safety stock, minimum order quantities• Development of Policy Deployment (Hoshin Plan)• Monthly senior leadership performance review meetings to ensure planned vs actual results were achieved

HDT GLOBAL—3/2018 to present-- World leader in fully deployable structures.(Charles Bank private equity) Vice President of Supply Chain Accomplishments: • Integrated 13 companies acquired through acquisition• Defined and executed the creation of a world class supply chain organization• Created Tactical Team, Strategic, Commodity Team and New Product Development Team made up of 30 SCM professionals• Define and execute strategic sourcing strategy for 17 commodities• SAP Implementation and standard metrics at 8 sites in Ohio, Virginia, Kentucky and Alabama• Define, create and measure all supply chain metrics- OTD, DPPM, PPV, Cost Savings, Inventory• Redefined and created all roles in department- Buyer/Planner, Commodity Managers, Supply Chain Development Managers, SCM Analyst and NPI Managers• Developed a detailed LTA/Negotiation Schedule to ensure control of costs and securing capacity• Created policy deployment and strategic goals and objectives for both short term (annual) and five year strategic planResponsibilities:• Key member of Senior Leadership Team• Spearheaded key Board initiative to develop and create a world class supply chain and sales and ops process• Development of Annual operation plan and Strategic five year plan• Monthly senior leadership performance review meetings and quarterly Board meetings to report on progress of Supply Chain transformation

NMG provides: complex assemblies, potable water tanks, heated hoses, drain masts, landing gear, brakes, wheels, safety slides and actuators and aircraft seatsAccomplishments: • Define strategic sourcing strategy for 11 commodities (machining, electronics, raw material, MRO, fasteners, HVOF, complex assemblies, forgings, brazing, welding, and heat treat)• Define, create and measure all supply chain metrics- OTD, DPPM, PPV, Cost Savings, Inventory• Created new centralized Supply Chain department which supported plants in Ohio, Colorado, Arizona and Mexico• Acquisition- lead team tto investigate, negotiate, due diligence, structure and integration of electronics company• Redefined and created all roles in department- Buyer/Planner, Commodity Managers, Supply Chain Development Managers and NPI Managers• Developed a detailed LTA/Negotiation Schedule to ensure control of costs and securing capacity• Created policy deployment and strategic goals and objectives for both short term (annual) and five year strategic plan• Developed low cost country sourcing strategy- India, Pacific Rim, Malaysia, Singapore, and MexicoResponsibilities:• Responsibility for all commodities and outside processing suppliers • Direct Management responsibility for 26 Supply Chain Professionals located in Ohio, Colorado and Arizona

United Technologies (UTC-Goodrich acquisition), --3/2007 to present-- An aerospace manufacturer. ($63 billion in sales and 235,000 employees)Accomplishments: ~ Define strategic sourcing strategy for: composites, bearings, hardware and fabrications~ Implement and Manage “Supplier Gold” system to drive continuous improvement in Cost, Quality and Delivery~ Integrated and reorganized my 32 member team: defining 4 positions and reassigning roles by creating two distinct supply chain teams: Strategic Commodity Management and Supplier Delivery Assurance~ Developed a detailed LTA/Negotiation Schedule to ensure 80% of spend was in LTA agreements and strategies were being prepared for negotiations 3-6 months before current agreements expiredResponsibilities:~ $436 million in annual spend across 350 composites, bearings, hardware and fabrications suppliers ~ Direct Management responsibility for 32 Supply Chain Professionals located in Connecticut, Ohio, West Virginia, Minnesota, California, Illinois and Vermont~ Weekly and Monthly Report outs to executive level management on: sourcing strategies, cost reduction projects and supplier performance

Goodrich Aerospace, -- An aerospace manufacturer. ($8 billion in sales and 25,000 employees)Sensor and Integrated Systems Director of Supply Chain -- 2010- 2012 Accomplishments:• Define strategic strategy for machining purchases of $123 million in annual spend• Refine and implement supplier scorecard to drive continuous improvement in OTD, Cost and Quality. Strategic suppliers saw a 30% improvement in OTD and quality metrics• Defined and implemented low cost country strategy in India• Secured LTA agreements and led negotiations with 40 key suppliers• Managed Crisis Management/Escalation program for all supplier issues• Reduced machine supplier base from 124 suppliers to 40 key/strategic suppliers Responsibilities:• $123 million in annual machining spend across 100+ machining suppliers• Machine components used in plants at: MN, Vermont, California, Ohio, WV and Connecticut (8 sites)• Direct Reports-Five Strategic Sourcing Specialists- hiring, wages, performance reviews and strategic direction for the department. • Indirect Responsibility for 10 value stream buyers at two sites

Landing Gear Site Director--2/2010- 8/2010 Accomplishments:• Launch of new aerospace product (787 aluminum beams) at facility from startup to full production• Reclassification of union positions to allow for operators to simultaneously operate multiple machines• Cost savings implemented which resulted in 20% reduction in budgeted operating costs• Implementation of Operator Self Verification which gave operators authority to certify their own products reducing inspectors and improving operator accountability• Developed OTD root cause analysis and corrective action implementation program (improved OTD 15%) Responsibilities:• Full P&L responsibility for annual budget of $54 million and annual sales of $275 million• Complete responsibility for all 480+ team members salaried and hourly• Encompassed: Machine Shop, Plating Shop and Assembly Shop

Landing Gear Production Planning and Inventory Control Manager--3/2007 to 2/2010Accomplishments:• Completely restructured the roles and responsibilities of the production planning department with resulted in 6 new hires, three promotions and 2 transfers in an 8 month period (33 total direct and indirect reports)• Successful and full implementation of SAP across Cleveland Landing Gear Site• Successfully bench marked three other Goodrich facilities to bring best practices back to my facility: visual management tools, department structure, and system based dispatch list• Developed Sales and Operations Report used as a plant wide load vs capacity planning tool to establish headcount, bottle necks and capital budgeting• Developed inventory model to successfully manage, predict and reduce WIP ($30 million monthly)• Established standardized reports to measure planned vs actual schedule for each of the process owners: machining, purchasing, plating and assembly along with daily meeting to hold all process owners accountable• Established policies to govern: past due orders, idle inventory, commitment dates to customer, reschedule dates, overhaul and scrap• Lead team of 70 volunteers and managed the physical inventory process which required 100% count of all inventory ($63 million)• Developed process to implement continuous improvements to reduce cycle time across all programsResponsibilities:• Management of the Production Planning and Master Scheduling Departments with a total of 19 direct and indirect reports: 2 managers, 5 master schedulers, 2 supervisors, 6 planners, 1 inventory analyst, 1 tooling/mro buyer• Management of the Stock Room and Receiving- 2 supervisors and 12 indirect reports• Development of Division wide Master Schedule • Achieving plant wide WIP inventory reduction goals• Operational performance to schedule and capacity/load balancing• Daily production schedule for machining, plating and assembly• SAP-ERP System accuracy and alignment

RA Jones part of the IWKA Group, --2/2006 to 2/2007-- A capital goods manufacturer that produces cartoning equipment for the food and beverage industry. ($85 million in sales, 365 employees) (IWKA $2.1 billion in sales)Production Planning ManagerAccomplishments:• Developed weekly production planning process and visual management tool to monitor daily progress• Developed new roles and responsibilities for the newly created Production planning department. Required transition of 8 team members into new roles• Developed capacity planning tools for purchasing, engineering, manufacturing, fabrication and assembly• Developed work flow policies and procedures for mfg, purchasing and assembly• Developed weekly reports to measure key indicators for each of the following departments: assembly, purchasing, fab/machining, service parts• Developed continuous improvement/problem solving process: key measurements, analysis and pareto of data to determine root cause, and recommended projects to ensure continuous improvement• Improved planned vs scheduled performance measurement from 70% on-time to 99% on time in both purchasing and manufacturing• Improved on time delivery from suppliers from 93% to 99%Responsibilities:• Management of the Production Planning Department of 8 team members, master scheduler, analyst, three planners, three expediters. This included department strategy, training, wage and performance reviews• Established ship date based on understanding of capacity in engineering, mach/fab, purchasing & assembly• Weekly reporting and visual tracking of performance of operations: fab/machining, Purchasing and assembly• Met daily with CEO to review operational performance and capacity/load balancing

Senior Purchasing SpecialistAccomplishments:• Managed bankruptcy crisis of U.S. drive plate supplier: due diligence on potential buyers, onsite supply chain management, ramp down of production, successful re-source averting plant shut down (18 month activity)• Lead team to localize first North American transfer case, annual contract of $28.5 million. • Localized production transmission components to North America.Responsibilities:• Annual purchases of $850 million in engine and transmission components • Cost Reduction Activity: world wide benchmarking, design reviews with engineering, competitive bidding, “should be” cost analysis using cost standards/process improvement studies• Commodity Strategy Development: determine competitiveness and technical advantages of current supply base, market conditions, price and design trends, global cost trends, supplier analysis (production issues, sales, profit, technology, competitive advantage), and cost reduction opportunities• Annual Cost Planning: annual cost negotiations including engineering design changes and target achievement on each major and minor vehicle• Annual Supplier Requirements: set cost reduction targets, minority sourcing content targets, identify uncompetitive areas, request detailed reports on problem areas (cost, delivery, quality, etc.)Purchasing Project Management• Successfully lead the global sourcing and cost achievement of V8 Engine Production to Alabama • Moved V8 Engine production from Japan to North American suppliers $250 Million Annually• Coordinated and tracked supplier cost achievement and supplier selection (200 candidate suppliers)• Lead supplier assessment visits in Canada, U.S. and Mexico. • Managed project schedule, weekly meetings with Japan, weekly meetings with suppliers and ensured flow of information between purchasing, engineering, and suppliers across multiple countries• Facilitated cost reduction and design meetings at suppliers to achieve of cost targets

Purchasing Supervisor, --2/2000 to 1/2001Accomplishments:• Coordinated restructuring the purchasing department into three functional areas- Machining (metals and plastics), Forming (injection molding, stampings, powdered metals), Processing and tooling (plating, bright dipping, coatings). Restructuring involved moving 38 office associates.• Streamlined the inspection process and return to vendor system (NCM) Responsibilities:• Supervised five college-degreed buyers that managed 60 processing and tooling suppliers with a budget of $20 million and five college-degreed buyers that managed 80 forming suppliers with a budget of $40 million • Qualified new suppliers (Supplier Management System) and Supplier Performance Reviews• Sourced new and existing products and advised on make or buy decisionBuyer, --4/1999 to 2/2000. Hose product line- $20 million in annual salesAccomplishments:• Lead project to find and develop a new domestic supplier for the flexible metal hose line which reduced costs by 40% and improved lead times from 6-8 weeks to 2-3 weeks• Reduced cost of a high production nut by 30% or $300,000 by eliminating incoming inspection, inventory, and the number of plants needed for processing the partHuman Resource Generalist, --6/1997 to 4/1999• Two plants- total of 175 associates and 14 supervisors• Recruited CNC Operators and all professional roles • Administered benefits and performance appraisals and wage reviews• Responsible for terminations and OSHA/EOE/FMLA compliance