• Managed all supply chain activities for Land Systems programs with $300M spend in a $500M Business unit, doubling in size over two years.• Oversaw subcontracting, buying, and supplier performance management for the Business Unit.• Led efforts to establish new vehicle fleet program, complex equipment awards, and program process controls for Field operations.

• Led a team of seven Buyers in sourcing and procurement for electronics, electrical, mechanical, optical, software, and service commodities.• Implemented commodity strategies resulting in $1.5M in savings in an inflationary market.• Built a Key Process Indicator portfolio to drive organizational and team performance goals.

• Managed $300M in material spend across 300 suppliers and 5,000 materials to support military night vision goggles and laser targeting systems.• Directed a team of 12 Buyers to handle 15,000 Purchase Order lines, improving Supplier On-Time Delivery from 75% to 88% in three months.• Developed metrics and communication strategies to drive supplier performance and ensure timely delivery of critical components.

• Led a Procurement organization in two Aerospace electronics plants, managing 20 buyers, 15,000 parts, and $125M in spend.• Implemented strategies to reduce material shortages by 35% and outsourced plating operation to save $1M annually.• Awarded by Boeing for delivery performance improvements, moving site from Probation to Silver status.. Formulated and executed strategies to drive improvements in clear-to-build from 70 to 93%, increased supplier delivery performance by 20% and reduced supplier quality escapes from 2,800 to 167 DPPM.

Expanded a part time expert network consulting business established in 2009 to a full time business after being laid off by DRS in March, 2017.

Optimized and managed $110M material spend for contract manufacturing, optical commodities, electronics, and communication systems in support of the design and manufacture of communication and operational systems for aerospace, defense and avionics applications. Influenced all aspects of introducing new products and submitting bids and proposals to customers.  Engineered multiple contract manufacturing transitions ($35M), saving the company $6M, improving supplier performance and first pass quality through supplier testing.  Formulated and executed strategies to drive $10M in saving on a complex optical assembly using foreign competition and redesign to on a $40M purchase scope.  Designed innovative process enhancements in SAP/VMS to allow for more accurate and timely customer bid proposals.

• Managed $400M in spend and 85 Buyers, Supplier Quality, and Material Engineering Inspection across eight sites.• Led restructuring and centralization of Supply Chain organization, driving $49M in hard cost savings in first full year.• Implemented SAP reporting, policy, and process changes to streamline transactions and improve timeliness of communications.

The Sterling, VA plant was a $300M business chartered to design, build, test and certify Flight Simulators for Military and Commercial Aircraft customers and manufacturers. Responsible for the Procurement, Sourcing, and Subcontracting of all materials and program services in three facilities: Sterling, VA, Salt Lake City, UT, and Warrenton, VA. Manage a staff of 26 Procurement, Sourcing, and Logistics professionals supporting $75M in material spend and $12M of inventory per year in Government and Commercial aerospace applications,Received the Rockwell Collins' Chairman’s and Supply Chain Achievement Award in 2015 for completing the largest material sourcing efforts in STS history:Driving 27% material cost reductions,$600K inventory reduction, supplier consolidation from 63 to 25 suppliers, and lead-time from 65 to 21 days for $15M per year in spend transitioning sources from foreign to domestic suppliers,

The Rockwell Collins' Portland, OR site produced helmet mounted and heads-up guidance systems for commercial and military aircrafts since 1985.Manage the entire supply chain operation for a $300M manufacturing location (from $50M in three years),Manage Logistics, Receiving and Shipping for a $20M/yr warehouse,Lead a team of 33 professionals: ten (10) Buyers, (15) Logistics, three (3) Subcontracts Managers, two (2) Supply Chain Quality, three (3) Application Engineering personnel,Attained Lean Champion status leading one enterprise-wide Requisition to Pay Lean event, and six major value stream events regarding material flow, new product introduction, manufacturing, and engineering change events over 18 months,Received a Supply Chain Achievement Awards for the execution and implementation of competitive bids and transition of 175 circuit card assemblies consolidating the supply based from five suppliers to two and Machined and Sheet Metal, and Investment Castings awards driving down cost by 35% and inventory levels by $5M.

PacifiCorp was an investor owned utility covering parts of six northwestern states until purchased by Berkshire Hathaway in 2006 and is now part of the Mid American Energy Group.Managed a small four person sourcing team supporting major transmission and distribution equipment and construction contracts in support of a $5B transmission infrastructure expansion.Created and Implemented an “Engineer, Procure and Construct” sourcing methodology and contracting process to shift risk and improve schedule compliance from the suppliers.Top performer in a Procurement organization of 55 professionals with savings of over $14M for 2007 (40% of department total contribution),Led the Design and Implementation a Company-wide eSourcing (Procuri) application,Successfully managed and directly procured numerous capital equipment areas over the last four years: o Power Transformers – $30M/Year - Implemented the first major equipment purchases in China, Mexico and Brazil – First to implement Letter of Credits, and Five Year Warranty requirements, and Guaranteed Continuous Improvement Savings into major equipment purchases.Provided Material Planning and Inventory Management for 58 locations ($58M in Inventory, $120M in Consumption).Led a Team to improve SAP automation opportunities to migrate the organization from a transactional to a strategic focus.Implemented Guaranteed Lead-time and Guaranteed Continuous Improvement programs in numerous commodity areas.

Sappi Fine Paper an international paper company based in Johannesburg, South Africa with divisions in North America, Europe and South Africa. Hired as an individual contributor responsible for all design configuration, data conversion, business process development, training and communication within the Requisition to Payment (Master Data, Purchasing, MRP, Receiving, Inventory Management, and Payment) structure for our $50MM SAP implementation based on EDI/eCommerce concepts.Built a small master data and EDI team to ensure formal data quality compliance and expand our electronic transaction capabilities with our suppliers,Developed policies, protocols, and strategies for the conversion and management of our centralized master data catalogs (135,000 material master and 25,000 vendor master records).Awarded the designation of one of Top 50 EPROCUREMENT leaders in the United States in ISOURCE Online, January, 2001 and profiled in their February, 2001 issues.Achieved 55% (66,000 items) of all Purchasing transactions, and 26% (26,000 items) of payments settled electronically through the use and development of EDI within 18 months.In 2000, I was charged with building a capital procurement team to support six site locations to support $250M in capital allocated in 2000 for major equipment upgrades and additions in the US.