Managed end-to-end commercial and contractual relationships with Cargill IT’s most critical suppliers such as SAP, Microsoft, and Oracle, positively impacting over $300 million annual spend spanning software, cloud, and services subcategories. Led ongoing sourcing and negotiation strategies while designing/implementing the required governance.• Led/advised on multiple, strategic workstreams to drive commercial and relationship outcomes with critical suppliers of Cargill’s digital core/ERP.• Negotiated strategic contracts to optimize costs and obtain/defend key contractual rights over a 6-year period. Resulted in >$40 million in savings/cost avoidance as well as rights allowing Cargill to modernize its digital core.• Led creation of cross-functional team to fast-track commercial and risk evaluation of small niche suppliers and innovative startups. Resulting approach enabled Cargill Digital Labs team to pilot new/external technologies in support of Cargill’s digitization journey.• Collaborated with IT leaders to create a new Vendor Governance Organization capability overseeing supplier performance and relationship management processes. Key strategic inputs included overall supplier segmentation approach and definition of organizational and individual roles, including key processes. Resulting organization onboarded >40 IT strategic/key supplier relationships spanning $750 million annual spend.• Led negotiation of a tripartite agreement amongst Cargill’s Plant Operations Function and two of its suppliers. Resulting contract enabled all parties to share IP to develop and co-market a new SW solution (including deal-registration and revenue-sharing aspects).• Designed and implemented quarterly spend and scorecard reporting process to communicate category performance to CIO leadership team—Included cost reduction/avoidance, supplier spend trends, ROI, and other performance measures.

Managed team of 5 Senior Professionals; Led program strategy/design, including supplier tiering, governance cadences, and business planning. Designed end-to-end process and best practices resulting in a standardized governance program with Cargill’s strategic IT infrastructure, telecom, software, and HR technology suppliers (e.g., Microsoft, Dell, IBM, HP, Verizon, AT&T, ADP, and Kronos).

Managed sourcing life cycle for key IT infrastructure contracts.• Oversaw communication plan as part of the broader sourcing of a multiyear, $450 million outsourced mainframe services engagement: Managed resulting relationship and contract, including vendor performance reviews, advising on governance processes across strategic/functional/operational levels, and tracking ongoing demand and cost impacts.• Negotiated IT hardware and software contracts/purchases with IBM, HDS, EMC, Symantec, CA, and others resulting in over $8 million in savings.

Directed business technology governance and strategy. Included the design and deployment of resulting business processes, as well as sustaining of processes through significant organizational change. Managed internal IT budget as well as relationship with Cargill IT function. Supervised North American team since 2008; additionally, supervised team members in Brazil, India, and the Netherlands starting 2009.• Deployed eSourcing RFx (online competitive bidding) process and tool across Cargill’s indirect spend categories in North America, Latin America, Europe, and Asia. Provided cross-organizational thought leadership around competitive bid strategy, including application of eSourcing-related tools. Result: Completed 1500 RFx events impacting more than $3 billion in global spend and $225 million in savings over a 5 year period: o Implemented global, multi-lingual resource model to execute and support the process; this included an offshore, India-based event execution team. o Drove adoption of, and designed, complex eSourcing events utilizing least cost optimization and online reverse auction functionality. o Trained over 100 professionals, across 4 regions, in use of the tool and process. o Developed semi-annual metrics to measure quantity and quality of adoption.• Deployed an offshore, competitive bidding process for capital leases; collaborated with Cargill Treasury on design. Result: Saved $3 million over a 3 year period; recognized with internal CFO award.• Oversaw project and budget to create a global intranet website for Cargill Global Procurement function. Result: Consolidated 3 regional sites into 1 global presence to communicate sourcing strategies and contract information to stakeholders.

Implemented new procure-to-pay business processes and tools within Cargill Global Procurement / Strategic Sourcing function. Included project management responsibilities for function’s first 2 waves of SAP deployment. Procure-to-pay superuser:• Managed change plan, including selection and on-boarding of superusers and overall role mapping. Served as lead trainer for new SAP-enabled procure-to-pay processes. Result: Prepared over 60 strategic sourcing professionals for specific roles prior to go-live.• Oversaw data construction of more than 200 global contracts in SAP; Designed process to maintain SAP contract pricing and collaborated with Cargill Global Business Services to implement. Result: Created centralized team to maintain contracts across 7 SAP-enabled business units.• Implemented master data governance within corporate function. Result: Centralized ability to enforce use of preferred suppliers in SAP.

Sourced $6 million in annual North American IT contract labor spend. Led a cross-functional team to create and implement category’s sourcing strategy. Managed 18 supplier relationships. Negotiated a variety of other IT agreements:• Drafted and led a request for proposal resulting in a rationalized and diverse supplier base for North American IT contract labor. Result: Avoided 10% increase in category spend and increased ratio of diverse supplier options by 20%.• Collaborated with human resources, legal, and IT functions to develop and deploy contract labor purchasing processes and tools. Directly trained 100 IT professionals in new processes. Result: Increased contract compliance as well as reduced risk of co-employment issues.• Negotiated software license and IT services agreements. Result: Saved $500 thousand over 2 year period; negotiated appropriate risk profile in resulting contracts.