A Consultancy to drive value to your organization

● ERP Implementations, upgrades, improvements● Supply Chain – Driving Value● Demand Planning – Being on time at or under costs● EBITDA – Getting the most from decision making ● SIOP – Bringing it all together● Six Sigma / Lean – Stop wasting time and money● A Consultancy to improve value to your organization

Develop and grow an exceptional supply chain organization which will be scalable with a highly robust team of experts. Our team will be able to pivot and flex as our Customers, Technology and Strategy requires.

Working directly with all functions and levels within the site and Corporate to align SAP Functionality, Production Schedules, Supply Chain Schedules and processes in support of revenue targets• Managing lead for 7 different teams and 48 people with 7 direct reports• Lead for SAP, SIOP, Production Control, Shipping, Receiving, Warehousing, Parts and Tool movements• Implemented SIOP, SAP health metrics and PFEP at the SLC Facility• Developed an ongoing working relationship with the SAP governance team which had not previously existed• Developed process for maintaining long lead materials ahead of Engineering Changes to support business• Successfully began implementing Costed BOMs• Successfully managed improved metric goals with reduced headcount and increased revenue and workload• Set new metrics for shop floor with addition of new tools/reports derived from SAP• Increased awareness of SAP capabilities and reporting functions• Actively promoting for change – shop floor reporting and overall metrics driven reports• Enhanced visibility to upper management for reporting and cost controls• Created a team which is relied upon for system data, metrics and accuracy• Improved scheduling functionality working around system limitations• Included indentured intermediate schedules in planning and SIOP • Helping CI team with initiatives and facility wide understanding of CI process and importance• Proven liaison between all levels within the Salt Lake Facility and beyond• Numerous new processes and policies have been driven from my leadership and knowledge of shop floor,P/L and systems functions in nearly all areas

Working directly with executives to review and improve current business and operational processes. Helped businesses change and improve through smart and targeted improvements. Clients include: Toys R Us, Kellogg’s, Mynd Property Management. Coordinate team of 18 indirect reports.• Directed increase in profitability with 30% reduction in total inventory ($24M), from $80M to $56M for ToysRUs• Implemented forecasting accuracy to ensure efficient stock rotation• Strengthened client’s On-Time Delivery by 64% from 55% to 86% Meggitt• Investigated existing logistics methods to locate pain points and resolve inefficient transit• Instigated drop shipments from several suppliers to facilitate JIT and eliminate hand offs between facilities• Implemented dock to stock methodology to eliminate redundancy in quality inspections and time to stores• Created 30% throughput improvement for client• Reduced number of suppliers from 225 to 180• Initiated SOP’s for all manufacturers with re-written standard work eliminating redundancy• Decreased order request to PO placement from 6 days to 4.2 days reducing queue time between order placement and launch• Launched automatic order launch to suppliers for A parts (fast moving)• Identified potential savings of $15M per year for Kellogg’s• Increased product delivery frequency and modeled lower MOQ’s with suppliers• Diminished on-hand inventory to increase cashflow – Safety stock dramatically reduced, started inventory review with suppliers shifting stock to supplier inventory with shorter lead-times• Achieved 25% reduction in supply chain costs from $250M to $200M for ToysRUs• Negotiated shipping costs with individual vendors transferred FOB points for several suppliers and increased payment terms while increasing delivery frequency using annual buy methods• Condensed new client onboarding by 77% for client• Reduced process for onboarding new clients from 35 days to 8 days

Initiated cost savings measures to compensate for decrease in sales. Reduced capital expenses by decreasing inventory, reassigning workflow and ensuring best practice sharing throughout department. Analyze data to forecast future inventory needs for distributors and manufacturing sites to optimize levels. Managed 3rd party vendors/distributors to provide inventory while controlling corporate levels.• Reduced stagnant inventory by over $4M by selling slow turning inventory to 3rd party vendors• Analyzed, reviewed regional forecast accuracy, and redefined over 350k part numbers • Identified $28M non-turning finished goods inventory for potential sales• Evaluated all potential sales entered into SFDC and history of win percentage for 2+ years• Led team to review and approve S/4 - Hana upgrade to all facilities for SIOT. Approved $16m budget an 10mo plan• Led off shore support teams in 3 countries, set up India support team. • Led Team to redefine setting for supplier lead times and ABC codes• Decreased Work in Progress (WIP) by 18% through realignment of workflow and parts distribution • Modified and changed top turning parts (over 75K) between High, Medium, and Low Definition• Analyzed discrepancy between WIP inventory and SAP settings driving parts and directed modifications of routings to reflect more accurate workflow • Identified sales percentage for manufacturing sites vs distributors and redirected inventory accordingly• Adjusted supplier lead and transit times to increase accuracy over 60% led team to renegotiate T&C’s with many suppliers, smaller MOQ’s, longer terms and cost reduction activities • Increased Distributor inventory levels by 20% with corporate inventory declining from $113M to less than $93M and increased forecast accuracy from 64% to 89%• Reviewed 75K supplier parts lead times and reduced on 12K items• Modified distributor models to +/- inventory requirements to move $5M+ inventory from Honeywell to distributor books

• Led inventory reduction, Global Supply chain optimization, SAP ECC implementation & SAP S4/Hana conversions.• Realized 25% (from 342 to 256) reduction to supply chain through consolidation • Implemented automated PO system to replace manual entries• Initiated Bar Coding for part movement, labor collection, and manufacturing standards validation• Executed system tracking for Supplier Quality issues, used in annual supplier review and monthly score card• Upgraded SAP system from R/3 to ECC and obtained approval for $10.4M to implement SAP S/4 HANA• Reduced outstanding SAP issues from 132 to 9, a 96% reduction• Managed US Call Center support and UK support teams

Directly partnered with various clients within the Aerospace, Defense, Medical Device, Real Estate and Government industries to audit, develop, improve, and implement new solutions related to Global Supply Chain, Inventory, LEAN/Kaizen principles, SAP, JDE, Oracle and MS Dynamics, business and manufacturing processes. Developed and supported both on shore and offshore call center support teams.Clients Included: Cobham Aerospace, 5 indirect reports; HD Supply Distribution, 8 direct Reports’; Telesto Group (Global Supply Chain), 12 direct and 80-100 indirect reports; CareFusion, 12 indirect reports; Kellogg Company, 10 direct and 45 indirect reports; Field Asset Services, 25 indirect reports; American Airlines, team of 22

Provided expertise on SAP proposal development and delivery, oversight on existing SAP implementations and issues, and training focusing on SAP PS, FICO, MM and PP modules.Led team of 30 developing $23M proposal of SAP full lifecycle implementation for American Airlines after market group, actions included sales demonstration, proposal development, configuration design, and process improvement analysis.Reviewed trouble tickets for all modules of SAP while managing team of 8 direct reports, and promoted issues to PMO as needed; reduced number of escalated tickets due to advanced training of team, maintained SLA of 95%. Renegotiated LTA with service providers to modify terms saving the company over $3M per annum.Restructured consultant provider agreements by changing terms and travel reimbursement policy saving the company over $6M per annum.

Master Scheduler, Master Scheduling Manager, Program Operations Manager, Program Manager, PMO lead• Created and ran SIOP process for Aircraft Nacelle programs• PMO lead and Program Manager for Airbus, Boeing, Rolls Royce and Pratt Whitney programs with budgets exceeding $200M• Global Supply Chain lead for programs under PMO responsibility (Value Stream Mgt)• Expanded Supplier base in ASIA and Mexico to reduce costs• Executive and Operations Implementation lead SAP go-live, (SAP users in PS, Materials Management, New Program Development, Recurring Engineering and Master Scheduling)• Improved operations and FICO reports to monitor parts inventory• Implemented LEAN on largest program within company, developed and delivered employee trainings• Oversaw implementation of new standard work across all plants; improved OTD from 60% to 99% and program profits 12%• Increased manufacturing capabilities 25% utilizing Kaisen events• Led team of 40 mechanics and support staff in operational improvements; updated program resulted in profit of over $23M after projected $32M loss (+$55M)• Developed initiatives and policies to improve throughput, reduce cycle times and overheads, including new methodology for Master Scheduling using critical path and flow down philosophies• Acted as local government liaison• Organizational Change Leader for US and UK sites• Corporate representative during bargaining unit negotiations