Global responsibility for planning, procurement, material handling, inventory management, estimating and logistics. Manage fabrication, MRO, and raw material supply chains with spend of $20 million annually International, multi-site spend management for stainless steel and finished goods supply chain Led team to realization of annual 10% cost-savings goals from 2018 to 2022 Development of planning, logistics & procurement teams, and processes Automation of systems to allow more real-time key performance indicator (KPI) metrics Increase employee engagement via weekly individual check-ins and monthly team review of metrics and sharing of information Oversight of packaging, distribution, and transportation supply chain functions Analyze ERP system capabilities and promote department specific modules amongst cross- functional teams; RMA and RFQ modules specifically Strong advocate for staff development through APICS and other continuing education opportunities

Supply chain leadership of both planning and purchasing teams for a global manufacturing organization.

Data collection of real time player tracking data to assist the NFL and the NexGen Stats initiative.

Site leadership of the global(US, UK, Asia) Oilfield division supply chain and ownership of the Seal Connect and Advanced Engineered Thermoplastics (AET) categories. Leverage of the Oilfield supply chain team to obtain on-time delivery over and beyond 95% and capture of significant cost-savings for the business. Championing process improvements and developing/executing category strategies for the Seal Connect and AET categories.

Leveraging global multi-million dollar spend across all commodities: specifically castings, precision machined components, fasteners, and electrical connectors. Setting the vision and the framework for a newly formed organization at Oceaneering Intervention Engineering.

Supply Chain ManagerDevelopment of Oceaneering’s global machining services vision; with the intent to create a machining services entity that can function as a stand-alone of both manufactured and purchased machined components. Managed a team responsible for planning, purchasing, inventory, and logistics of machined components; development of supplier relationships to facilitate creation of dependable supply chain for supply of machined components for core product lines and BOP controls projects; fulfillment of the global machining services vision by advancement of relationships with internal customers and suppliers of machined and raw material components.

Tasked with creation and building of a planning/scheduling department within Turbine Air Systems. Responsible for creating and maintaining a master project schedule for several individual projects. Driving project execution for large capital equipment projects by emphasizing on-time delivery of engineering/drafting deliverables, procurement of material, and operations/execution. Management of department, consisting of two assistant project schedulers.

Master Scheduler of Engineering Design and Drafting Activities for licensing, product supply, FEED, and EPC of Integrated Gasification Combined Cycle Plants (IGCC)

Master Production Scheduler for job-shop manufacturing of hydraulic couplers and various valve products

--Solely responsible for weekly production scheduling and forecasting of three automotive lubricant packaging lines—including three different quart-lines along with drum, pail, keg and tote lines; and bulk lubricant shipments (high volume-low mix production primarily)--Responsible for blending schedule of 100+ automotive lubricant varieties with the use of limited blending tank resources--Planning and procurement of all raw materials needed for production on a weekly basis including: bulk tank lubricant additives, bottles, cartons, drums, pails, kegs, totes, grease, and caps

--Development of store work standards/metrics program; company-wide store payroll model--Time study data collection and work methods analysis--Analyze store processes and propose process improvement to eliminate operational inefficiencies via new processes or new equipment and technology--Development and deployment of store and distribution center procedures--In-store equipment development, design, and testing--Extensive documentation of business processes via process mapping and value-stream mapping--Touring of stores within seven gulf coast states to collect personnel opinion/feedback