One of my key responsibilities was to drive supply chain operations across 20 factories and 11 distribution centers with 2,000+ suppliers serving 4 business units and 10,000+ retail/e-Commerce customers in more than 70 countries. Following are highlights of the key achievements that I attained:► Implemented global productivity improvement program (which included bidding 85% of annual COGS/OPEX spend); achieved $200M+ cost savings and realized 25% EBITDA growth within three years.► Established a global standard sales and operations planning (S&OP) process, which enhanced on-time customer delivery performance from 55% to 95%+ and reduced finished goods inventory by 19% (from $1.1B to $0.9B).► Scaled global service operations with BPO partners that drove 28% improvement in transactional productivity.► Executed supply assurance strategies, negotiated ocean carrier contracts, and secured 3PL capacity to achieve 13% revenue growth in 2021 and 4% in 2022 (during the pandemic).► Improved supply chain productivity to achieve a “cost-to-serve” of 3% of sales while raising manufacturing plant and distribution center throughput/capacity by 10%-30%.

In this role, I drove $4.5B annual sales of set-top boxes, routers, and cable modems to global cable and telco customers. I directed a supply network of 8 factories and 6 distribution centers with 3,000+ hourly full-time employees and an annual procurement spending of $3B+. Selected accomplishments include:► Led global cost improvement initiatives which increased set-top box product line gross margin from 18% to 22%.► Achieved 8% elevation in set-top box market share across North America by implementing supply programs and expediting new technology commercialization to support customer revenue growth objectives.► Managed integration of ARRIS supply chain operations with the acquired Motorola broadband business. Drove synergy savings of $102M, rationalized product portfolio, and established governance framework. ► Maintained annual free cash flow of $800M by alleviating inventory over $100M, accelerating customer receivables, and extending average supplier payment terms to 88 days resulting in improving free cash flow and driving a cash conversion cycle of 25 days.

As a strategic Advisor, I have been successful in transforming procurement operations and implementing business process outsourcing initiatives for Fortune 500 clients. Key achievements for this role: ► NEXTEL International (NII) – Implemented new technology architecture and business process outsourcing; transformed NII’s customer service and device fulfillment for 3G mobile products in Latin American markets. ► The Carlyle Group (TCG) – Ensured 9%+ on-time payment to suppliers and accomplished $10M annual avoidance of late payment fees while restructuring Procure-to-Pay operations and reducing the payment process cycle time by 40%

As a VP of Customer Service Operations, I managed a $225M budget and led open enrollment. I directed 110 employees, controlled $1.2B of annual purchases, and administered $11M budget while serving as a Chief Procurement Officer and Head of Operating Expense Improvement. My key achievements for this role:► Directed 330 operations resources and multiple BPO service providers which transformed financial services and health insurance benefits delivery methods for national employers.► Centralized procurement / sourcing function and optimized enterprise cost; reduced G&A costs from 20% to 16% and saved $900M.

Transformed Procurement into a strategic business partner and a critical enabler of Aetna’s financial turnaround. Managed 110 employees, $1.2B of annual purchases and an $11M budget. • Restructured the procurement organization and operating practices, creating a sourcing team, reducing headcount more than 25%, instituting service level agreements with 98% fulfillment rates, growing procurement-managed purchases to the target level of more than 80%, and aligning performance metrics.• Appointed by CFO to lead operating cost optimization program that reduced general and administrative costs as percent of revenue from 20% to 16%, equating to $900M in operating expense savings over 3 years.

Responsible for business unit procurement (direct and indirect), logistics, contract manufacturing and supplier performance management. Established global procurement governance, sourcing methodology/tools, supplier contracts and performance standards.• Surpassed the $2B Motorola cost savings objective for 2002 by forming and co-leading the first-ever company-wide Procurement leadership team by executing sourcing strategies & implementing a global “e-sourcing” system.• Optimized supply base responsiveness to successfully support 50% revenue growth for the broadband business in 2 years while transitioning key product lines from analog to digital technologies.• Spearheaded integration of procurement for the General Instrument acquisition by Motorola, leveraging synergies to secure $69M in first-year savings and $300M in direct material cost savings over 5 years.