• Independently manage 6 core categories of over 100 consumer packaging and technology service suppliers (domestic and international production) with a total of $50M in annual spend, over 120M annual warehouse billed cases, across 400 unique part numbers that critically impact over 2B individual retail units scanned at POS annually• Responsible and held accountable for end-to-end sourcing, R&D, sustainability strategies, procurement, negotiation, quality resolution, transportation, warehousing, and vendor management of select consumer/pharmaceutical packing categories and some technology services • Main/only point of contact and subject matter expert for unique categories supporting all independent formats (H-E-B, Central Market, Joe V's, Mi Tienda) across all departments (Market, Deli, Bakery, Floral, Pharmacy, etc.) across all domestic stores (400+ locations) • Developed a strong working knowledge of sustainable consumer packaging and industry recycling practices within a highly collaborative position with high levels of responsibility, risk, and independence• Led company-wide sustainability initiatives focused on single-use plastic improvements, enhancing recycling infrastructure, and improving in-department marketing of reusable options

• Delt with the height of COVID sourcing impacts only a few months into a new role, new company, new industry, and new procurement categories in which I had no experience sourcing • One of four employees within the entire department selected for the Facility Procurement War Room due to categories being identified as high risk/impact to the success of the company and ability to package/sell products to customers• Successfully pivoted strategies daily, sourced hundreds of alternative risk items, maintained daily communication with leadership, and in one example alone (Market meat trays) sourced millions of alternative trays which could have resulted in millions in lost sales, increased customer dissatisfaction, and tons of food waste due to inability to sell the product

• Independently manage 4 suppliers (1 domestic/ 3 international) with a total of $29.12M in open contracts, $13.73M in open orders, across 74 unique part numbers• Responsible for the end-to-end procurement of production and sustainment parts while partnering with Engineering, Quality, Legal, Compliance, Accounting, and others to solve logistical and contractual issues• Utilize project management skills to oversee supplier production schedule, analyze data within SAP ERP and Excel, build and manage contracts, send RFPs, negotiate unit price/non-reoccurring costs ($258K negotiated cost savings year-to-date), and problem-solve all relevant issues • Led a stretch assignment that identified a struggling high-risk supplier causing line shortages - designed, presented, and oversaw a detailed analysis that identified alternate suppliers for parts within lead-time, permanently reduced supplier work scope by $3.8M, and reduced production line shortages• Participates in several additional/stretch committees including the SCM Engagement committee, Career & Development Sub-Council, Talent Strategy Committee, Airframe EAC Committee, and LMLA (Lockheed Martin Leadership Association)

•Supported hiring, onboarding, scheduling, and management of 30+ student workers across 4 computer labs•Facilitated academic programs and events focused on faculty/student collaboration, offering resources to support academic development

•Created training manual for the Community Learning Center that is being utilized in four computer labs; highlights and focuses on customer service, hospitality, and technology•Managed the Community Learning Center’s open access computer lab and partnered with Peer Academic Services to provide students with academic support

• Engaged in corporate negotiations, buying, planning, and allocation for private and national brands (Arizona and Levi) during peak back-to-school initiatives• Conducted an independent case study analyzing buying, planning, and allocation recommendations resulting in improved inventory set dates, optimized online inventory, and a more inclusive sizing initiative• Determined buying and allocation recommendations through the utilization of three web-based enterprise applications utilizing both store and e-commerce inventory data, financial data, and sales data

•Analyzed corporate expenditure report to better track spending and discovered non-preferred vendor spend of $2.8M in print and $471K in promotional products; resulted in better business processes •Assisted with an RFP for corporate stationery that resulted in projected annual savings of $150K