Responsible for strategic oversight of indirect spend of categories including but not limited to MRO,Logistics, Real Estate, capital projects, warehousing, facilities, IT hardware/software, utilities,and packaging. Accountable for developing effective stakeholder relationships with the ability toinfluence at various levels to implement projects & initiatives. Responsible for leading complexcategory strategies and activities to achieve business objectives and leverage spend across theenterprise. Expected to stay current with industry news and understands the implications tocost, quality and risk. Leads global strategic supplier relationships and drives rationalization ofsupply base. Lead a world-class team by motivating and mentoring staff while optimizingprocess and costs.

• Co-founded the organization to provide operations and supply chain consulting with automation support• Responsible for corporate functional assessments and opportunity analysis of Supply Chain, Manufacturing and Operations, Field Services, Logistics, Real Estate, and Finance/Accounting• Digital Transformation guide for Robotic Process Automation (RPA), AI, Machine Learning, and how those drive data analytics, work with enterprise applications (e.g. ERPs, CRM, PLM, others), and fold into human capital management to evolve the associated people and processes• Document and map current processes (HLPM, VSM, TVC, others) then design future state with new and existing technologies, and funnel to coders to lock in automation and bots

• $6B Building Supplies Manufacturer• Created Cornerstone's first sourcing and procurement policies. Lead the implementation of related processes and ensure alignment with corporate and business unit strategic goals such as cost reduction, quality, service, innovation, optimization, diversification, risk management, and compliance• Standardized contract clause language for most direct and indirect contracts which integrated with S2P suite linking sourcing event to contracts with set parameters to control enterprise’s risk profile• Developed Supplier Relationship Management (SRM) program, inclusive of Performance Management, Supply Chain risk and continuity, ESG and score-carding to enable a competitive advantage for the enterprise• Directed the sourcing and implementation of a full P2P suite with full linkage to multiple ERPs via Boomi. This integrated our SRM tool, contract lifecycle management, market intelligence, AP automation and more• Build strategic and operational plans with external industry support, supplier insights, best practices, data and analytics, cost price analysis and modeling• Lead and advocate to C-Suite for change management throughout the enterprise to ensure consistent execution and sustained compliance with procurement and contracting policies and processes, third party risk management, and regulatory requirements across a myriad of different acquired company cultures• Lead the Supply Chain working capital committee and presented to C-Suite on quarterly basis driving bottom line impact• One of three VPs who redesigned the supply continuity program, revising enterprise process and metrics to optimize on-time delivery, inventory, cashflow, and transportation costs• Developed real estate and facilities management strategy and policy. Established a centralized control tower to execute tactical activities - including all management of utilities

• Built corporate sourcing and procurement program from ground up, across all related functions and unified globally for the 5 manufacturing business units• Lead $250M+ Capital Equipment, Indirect, Warehouse, Logistics spend, and several Direct categories for 13%+ savings• Led the effort to create single source of truth with master data leading to faster better decisions• Developed multi-year sourcing plan and procurement strategies to transform organization of 100 separate manufacturing and warehousing sites to optimize spend leverage• Led execution of operational strategies (reducing cost, efficient integrations, and facilitating revenue growth) across divisions to yield consistent and quality results, tying procurement and supplier management to support commercial and operational objectives.• Facilitated execution of standards, controls, policies, procedures, and performance metrics to effectively manage acquisition and reporting of suppliers spend across globe• Conducted business review meetings with senior stakeholders (e.g., C-Suite and BU Pres) and suppliers to assess risk, review future strategies, and prioritize cost cutting and value creation opportunities• Managed capital equipment maintenance programs and obsolescence and end-of-life replacement.• Lead the Continuous Improvement team to work with engineering, quality, sales, and others to drive out cost, improve quality, and speed up manufacturing times. Evaluated and prioritized ideas for process improvement to continually improve performance, yielding 20% (number approved by finance) TCO reductions across all projects.• Directed supervision of team to drive creative compliance strategies (e.g., using reporting and/or audit) across business and corporate functions

• Lead indirect and direct category managers through 7-step sourcing process including Logistics, MRO, IT hardware/services, etc.• Developed strategy to prioritize sourcing events based on potential savings, time to source then implement, and supplier criticality• Develop Should cost modeling for procurement costs, including raw material costs, labor cost, transportation cost, and others.• Create and implement best practices including: benchmarking, inventory management (ABCD Classification), supplier performance metrics, and spend/savings/compliance reporting

• (Engagements included: Procter & Gamble, Kimberly Clark, Cameron, Weatherford, Navistar)• Designed client’s procurement strategy for outsourced indirect procurement engagements• Coached team on how to best manage relationships with suppliers and internal clients• Identified key metrics and opportunities, resulting in development of standard tools, processes, and policies• Created data collection plans, qualified suppliers, then developed and led strategic action plans to successful completion• Collaborated across client teams to create supplier strategy, including commercial terms and pricing (should-cost models), and built scorecards with metrics and targets to facilitate ongoing success • Guided team to manage regular client service meetings (down to invoice review) to ensure client satisfaction, innovation, and cost targets• Led work teams of client subject matter experts and internal resources towards improvement and/or development of functional processes (e.g., tax, AP, procurement)• Aligned client sales goals with supplier capabilities to maximize relationship and contract accordingly, from implementation through contract renegotiation• Led strategic sourcing teams to generate an average of 11% savings across all spend

• Led Oil and Gas client’s indirect sourcing team (13 FTEs) globally yielding average of 11% Cameron-approved savings – including MRO, logistics, and corporate goods/services• Managed spend assessment and categorization of $1.5B. Coordinated client resources and internal team for thorough due diligence, yielding faster and greater savings, as well as more long-term compliant sourcing• Negotiated terms and finalized contracts with suppliers, then developed contract management process to facilitate awareness across impacted facilities and drive continuous improvement culture• Received “Raving Fan Award” (highest company award for bettering customer KPIs)

See Global Indirect Procurement Lead role above for details

• Supervised nine buyer/planners and 70% of all facility shipments (~$100M) for ball, gate, and check valve product lines• Led sales and operations planning, including short- and long-term capacity planning• Collaborated with sales and manufacturing departments to redesign inventory management strategy• Moved on-hand and reset min/max to align with current market tied this into S&OP process• Served as project leader of team that redesigned planning process to take on-time deliveries from 45% to 65% in three months; 65% to 85% six months later• Created Kanban system (internal and with suppliers) that improved inventory turns six-fold and increased sales 17% per month in four months