• Supply Chain experience (upstream and downstream): procurement (military, contingency operations, international & domestic USA), demand planning and forecasting, production control, inventory & warehouse management, SPM, MRP, CPFR, DRP, ERP, JIT, project management, customs brokerage and customer service. Experience in Quality Assurance and Quality Control Program Management commercial and government sectors. Contract Management and knowledgeable of the FAR, DFAR, and UCC.• Project Management and Leadership positions (plant manufacturing, supply chain, distribution operations, military and corporate environments) in a broad spectrum of organizational environments from highly structured cultures to highly participative cultures.• Change Management experience (facilitation, management & supervision roles) introducing and managing small and large-scale change across organizational boundaries.• Disaster Recovery Planning and Contingency Operations Planning. Developed Disaster Recovery Program offerings for commercial and government clients. Experienced using HAZUS and GIS.

Developed and implemented the Spare Parts Analysis Tool and Stocking Strategy Tool for the Reliability Based Maintenance (RBM) program. Worked with the Kinder Morgan Team to plan inventory and commissioning equirements for the new equipment associated with the Liquefaction Project

Management the implementation of the spare parts and materials management practices to align with the needs of the maintenance. Process-map all function and provide a materials management action plan. Identify gaps and develop change management action plans to implement best practices. Identify key performance indices for the MRO supply chain process and determine data collection points needed to accurately measure MRO process.

Project Manager to evaluate the current inventory catalog data for critical spares, identify any gaps in the data is the current CMMS catalog, normalize and standardize the data. Identified over 2800 additional parts at one location and 3000 at the second location, that were currently not in catalog but being used at the site. Provided a comprehensive review of current stores layout and operational practices. Worked with the SCL Boundary resources to identify an efficient and strategic layout of storeroom/warehouse areas. Developed standard operating procedures (SOP) and coordinated the development of inventory management processes that can be used to more effectively management inventory and provide improved maintenance customer service.

Project Manager to evaluate the current inventory catalog data for critical spares, identify any gaps in the data is the current CMMS catalog, normalize and standardize the data. Identified over 2800 additional parts at one location and 3000 at the second location, that were currently not in catalog but being used at the site. Provided a comprehensive review of current stores layout and operational practices. Worked with the SCL Boundary resources to identify an efficient and strategic layout of storeroom/warehouse areas. Developed standard operating procedures (SOP) and coordinated the development of inventory management processes that can be used to more effectively management inventory and provide improved maintenance customer service.

Project: Data Migration of SAP to EAMS. The project included working with the Pfizer Corporate EAMS core implementation team in developing a change management processes to transition from the existing maintenance and calibration management systems to the Global Reliability Program model and EAMS

Special assignment with Fluor to develop a Hurricane Disaster and Business Continuity Plan for the commercial client Gulfstream Aircraft in Savannah, Georgia. This was a short notice request. Plans include disaster preparation and planning, facility assessments, business systems recovery, housing, base life support, transportation, debris removal, risk assessment and mitigation plans. Functioned as the key leader for Fluor's Rapid Deployment Team, for both government and commercial segments of Fluor’s business segments.

Responsible for the facilitation of the Quality Programs under LOGCAP to include proposals, joint assessments, surveillance and audit programs, statistics and program metrics, Award Fee Boards presentations and short term notice deployments to Afghanistan for crisis management. Developed the Joint Assessment process and spent two months in Afghanistan providing hands on training with both quality and operational personnel on how to conduct assessments perform a gap analysis, root cause analysis, and to develop subsequent executable correction action plans. The Joint Assessment program has improved quality control and execution to the contracts by the functions that have gone through the process reducing the number of corrective actions and non-conformances by 40%. Project Manager for the implementation Quality Management System requirements for LOGCAP.

in Afghanistan Northern Area of Operations, Logistics Civil Augmentation Program (LOGCAP IV). Developed the standardized surveillance strategy that saved over 8000 man-hours in the first year. Introduced the process that captured all required tasks, process flow steps, de-conflict coordination and decisions points that improved overall operations. Improved effectiveness of the Corrective Action Plans process by introducing a simplified root cause analysis process that resulted in an on time submittal increase from 60% to 90%. Introduced and trained personnel on a Risk Assessment process that resulted in a more effective Quality Surveillance Schedule that focused on key contract requirements. Implementation reduced the number of Correct Action Requests from the Government by 70% in three key areas. Worked directly with Defense Contract Management Agency (DCMA) on assessments, quality surveillance and corrective action requests. Recalled to the headquarters to become the Deputy Program Quality Manager.

Active Duty Army Major. Logistics Project Manager for the Forward Operating Base (FOB) Expansion in the Combined Joint Operating Area, Afghanistan (South). Responsible for the integration of all logistics, contracting, LOGCAP functions with the Field Engineer Team, Air Force Red Horse, Navy Seabees, and Civilian Contractors. This team built 8 FOBs in approximately 90 days to include digging wells, air field prep, providing sewage and water treatment plants, power generation, dining facilities, and basic living quarters for the troop surge.Developed planning tool, Forward Operating Base In A Box, which allowed all required infrastructure, operational equipment and OEM requirements to be developed quickly and simply through the database developed. It changed planning lead-time from 100 man-hours to about 6 man-hours to include coordination required with the field engineering team. It was well received by the military, civilian contractors, and Defense Logistics Agency (DLA) partners.Strong technical knowledge in logistics/supply chain, military logistics systems and distribution accounted for the timely and accurate flow of equipment throughout the CENTCOM area of operations. This included working with all international transportation lanes – sea, ground, air and all required customs, brokerage in both the US, Pakistan, Turkey, Italy. Considered by Senior Leadership as instrumental in the successful synchronization of financing and procurement of funds and all logistics involved in Base Life Support was on track so mobilization of troops into the FOBs happened on time. Worked extensively with the Federal Acquisition Regulation (FAR) requirements to coordinate funding for unplanned requirements. Briefed weekly to Generals from USFOR-A, CENTCOM, TRANSCOM, MARCENT, AFCENT, USACE and JSC-A. Cited by the Command, as a main reason the CJOA-A FOB Expansion program was a success. Awarded a Meritorious Service Medal (MSM)

County Government – Utility (King County Waste Treatment Department): Principal Change Management Consultant & Facilitator 
Provide initial assessment, gap analysis, root cause analysis of all gaps, and project planning for the Business Process Re-Engineering of all maintenance practices. Identified and facilitated resolution of Business Process issues and system support deficiencies in maintenance. Serve as Change Management consultant to resolve internal process and organizational issues/conflicts across organizational boundaries.

Program Manager for all Engineering Service Programs to include initial assessments, Statement of Work (SOW) and RFP development, pricing, and client engagement, project management, hiring of required independent contractors, contractor management, and project quality and compliance. Principal Consultant for the areas of Supply Chain, Logistics, Change Management and Business Process Re- Engineering. Developed and implemented Genesis Engineering

Lead the Calpine Purchasing and Accounting team through required changes in their Procure to Pay (P2P) business process. Identified and facilitated resolution of the P2P process issues and system support deficiencies. Serve as Change Management consultant to resolve internal process and organizational issues/conflicts across organizational boundaries.

Provided the initial assessment and project planning for the calibration MAXIMO system upgrades at their three Puerto Rico locations. Served as Change Management consultant to resolve internal process and organizational issues/conflicts across organizational boundaries. Resulted in the client being able to effectively and efficiently implement Maximo across

Program Manager for implementation of the firm’s Maintenance Excellence Program (MEP) at two sites in Puerto Rico. The successful program implemented accelerated implementation of the Maintenance Excellence program, reduced product backlog by 30%; reduced equipment related downtime by 45%; and working with the team to standardized operating procedures.

Responsible for the import supply chain all products from France, China, Malaysia, Viet Nam, Taiwan, Chile and India. Developed the US distribution network including brokers, customs compliance, freight forwarders, and start up of a mixing center and outbound redistribution to 35 US Distribution Centers. Operational management responsibilities for three Import Distribution Centers, all customs compliance, transportation, brokerage requirement and coordination of 5 cross-dock locations. Collaborated daily with Global Sourcing, Merchandising, Marketing, Inventory Management, Transportation and Operations to execute all product forecasting, demand planning, product flow and space utilization. Developed a visibility tool that resulted in complete visibility from order to cash. Developed a dynamic scheduling tool that improved truck utilization by over 40% resulting in a 
$1.3mm annual savings in transportation costs. Selected as Member of the United Brands Sales Council resulting in coordinating two highly 
successful programs netting our Private Brand Label an 8% and 12% increase in sales.

Principal staff officer for coordinating the logistics integration of all supply and service for a 26,000 soldier Infantry Division Command. Defined supply and logistic requirements including support and supply priorities. Oversight and process responsibility to manage a Mortuary Affairs Army Reserve Unit with the mission 
to deliver all fallen soldiers’ remains and personal effects to back to the US. Executed and monitored the collection and distribution of excess supplies and equipment. Coordinated all tracking and distribution of numerous soldier equipment enhancements from the Rapid Fielding Initiative (RFI), COTS, PEO Soldier programs Responsible for procurement and distribution of all new soldier organizational equipment and all Class IV construction and barrier material required for checkpoints across the entire Northern half of the Iraq Area of Operations. Responsible for contract management of all Class I activities provided by contractor KBR and their subcontractors. Responsible as the contracting officer representative (COR) in managing these contracts. Personally responsible to track and keep Command informed on progress of fallen soldier’s remains 
back to the USA from the point of incident to final resting place. Briefed current location and any incidents daily to General Officer and staff. Coordinated with both Kuwait Theater Operations and Dover Operations daily to insure the process was working smoothly and effectively. Instrumental in building a case for the Department of the Army to change Mortuary Affairs Regulations to remove war zone restrictions impeding the expedient delivery of personal effects from Iraq to the soldier’s next of kin. Coordinated with Corps Command for all life support of the 101st Airborne Division to allow a simultaneous relief in place (never before done between two Divisions in the Iraq Area of Operations (AO). Awarded the Bronze Star for actions taken and accomplishments in Iraq

Responsible for all the business processes and all cross-functional processes improvement teams across the Distribution and Operations Network. Coordinated all the Distribution process improvement teams to set annual productivity goals, actions plans, work plans and execution of best practices. Directed and managed Cross-functional Teams to develop and implement a Supplier Performance Management SPM program to improve product quality, receiving efficiency and reduce inventory requirements with no reduction in service level. Program improvements netted over $3.5mm in penalties and $3.0mm in productivity improvements the first year, and $2.5mm in penalties and $2.0mm in productivity the 2nd year. Developed and coordinated the start-up of an Engineered Standards Program for distribution activities across 64 distribution center locations. Productivity improvements resulted in a savings of over $10mm.