Introduced a new supply chain initiative from personally defined conception to implementation for 4 major ERPs in 27 countries and 11 currencies after being selected as Commercial Implementation leader. Enrolled 600+ suppliers in first six months. Collaborated continuously with internal IT, sourcing and finance leaders, and executives as well as third-party contributors such as Taulia, Baiza, and other vendors.⮞ Drove $65MM in cash flow improvement, a 21% jump, after being selected to manage an ongoing Mitsubishi UFJ Financial Group (MUFG) RPA program representing $310MM in annual funding. ⮞ Oversaw the divestiture of the GE Capital Trade Payables Program. Realized a weighted average of 128.7 net days for suppliers who surpassed the standard net days and 145.1 net days for suppliers opting for batched payments (95% of spend).⮞ Delivered comprehensive oversight of Taulia and MFG businesses spanning strategy development, supplier adoption/onboarding, analytics, systems coordination, and training development/delivery which included informational brochures, online solutions, and virtual sessions for internal and external stakeholders.

Balanced sourcing compliance and cost reduction while pivotally advancing a comprehensive rebranding initiative worldwide for Baker Hughes through cross-functional leadership. Originated and deployed brand strategy across all workstreams encompassing signage, uniforms, badging, and fleet functions for 1K+ facilities. Supplied market intelligence, evaluated vendor financial health using Rapid Ratings, and supported leadership presentations through work with multi-layer commodity teams. Chosen to orchestrate daily PPE procurement, tracking, and distribution among global sourcing, HSE, and commodity team leaders as part of pandemic-related initiatives. Mentored and directed two contractors and an ASPIRE program associate. ⮞ Piloted the handoff of a trade payables supply chain finance program to Mitsubishi UFJ Financial Group (MUFG). Achieved such HQ kickoff successes as closing of net day negotiations with 95% of target suppliers for a $250MM spend. ⮞ Realized projected $6MM cash flow impact and a +12 net day improvement for indirect sourcing supply base. ⮞ Migrated to and merged all savings tools into one personally created tracking solution adopted by the global indirect sourcing organization in partnership with IT and Sourcing teams. Projected results: $31MM in cost avoidance and $125MM in deflation/ rebates.⮞ Delivered 90% commoditization accuracy in three data lakes for $6B in direct and indirect material spend, optimizing data visibility for operational and strategic goals while lowering overall complexity.

Handpicked by executive decision-makers for a specially created role to spearhead sourcing cash projects. Strengthened cash flow, synchronization with commodity strategy, data analytics, and buy-to-pay tools for 20+ ERPs and 120+ countries. ⮞ Achieved a 92-day DTP for 4Q ’18 (+17 day VPY) for a $10B annual external buy after formulating and implementing an HQ sourcing financial strategy through collaboration with multi-level global leaders. ⮞ Overachieved performance goals by 20% and delivered $3.6MM gross discount income as co-manager of the largest-grossing sourcing integration project completed in support of a merger with Baker Hughes, Inc. through a payment terms expansion program. ⮞ Sharpened cash flow by $900K and increased transparency of AP and consignment processes as the manager of two corporate audit staff (CAS). Honored for spurring superior CAS team performance.⮞ Bridged the integration of two sourcing legacy companies, synchronizing supply chain finance processes and programs while onboarding GE payment terms for use at Baker Hughes. Managed a massive data harmonization project impacting four ERPs, continually working to avert minor issues with major impact.

Drove >9% growth VPY, +10 days average days to pay (ADTP), and a $2.2MM gross discount as the catalyst for supplier negotiations for a payment terms expansion initiative. Company acquired Baker Hughes in 2017. ⮞ Updated executive decision-makers on corporate performance against KPIs such as deflation, on-time delivery, payment terms management, buy-to-pay tool implementation, and ERP improvements through the development and delivery of impactful

Recognized for exceeding expectations within first year of hire by delivering the largest cost reduction percentage as part of direct material sourcing and negotiations for 26 North American sites. ⮞ Lowered supply base by 60% and improved supplier management while decreasing price variance after executing a supplier rationalization project. Forged strategic relationships with vendors and global sites, coordinating domestic and international travel for new supplier scouting, negotiations, and strategic planning. ⮞ Surpassed deflation goal by $20MM (31%) through co-managership of continuous process monitoring and reporting of direct material deflation and volume for eight countries.

Interfaced with cross-functional stakeholders from the sales, customer service, warehouse, machine shop, EH&S, and sourcing divisions as the cross-functional liaison for daily plant operations.⮞ Cut second largest overdue vendor amount from +$39K to $1.8K, a 95% drop, for international orders within three months.