in3 Corporation is a preeminent supplier of supply chain auditing services for Fortune 500 firms. Established over 15 years ago with corporate offices in Boulder, Colorado, and staff in California, Connecticut, Indiana and Lucknow, India, in3 has successfully completed hundreds of detailed investigations on over $700B in supply chain transactions.

Brigade Commander, 475th Quartermaster Group (Petroleum) located in Farrell, PA.Commanding the largest petroleum and water purification brigade/group in the Army Reserve. Responsible for +2,400 soldiers across six states. Group capabilities include bulk fuel storage, over-the-road transportation, fuel accountability, quality analysis, and tactical water purification and pipeline distribution capabilities.

Reporting directly to the CEO/Chairman of the Board, I am responsible for managing/leading a global procurement and supplier quality organization supporting product design and manufacturing operations for commercial duty [fully automatic] transmissions for on-highway, military, hybrid and off-highway applications.Develop, implement and manage the execution of strategic sourcing solutions for over $1.3B in annual raw materials spend. Rationalize and manage the alignment and optimization of over 400 Tier I and II suppliers into a global supply chain supporting manufacturing operations in the USA, Hungary and India, product customization centers in Japan, China, Brazil, The Netherlands, and India.I provide guidance and leadership in the development supplier improvement programs, cost reduction campaigns and quality process controls and disciplines.

Responsible for all procurement, strategic commodity management and supply chain functions across California, Texas and Mississippi. Manage approximately $2B in annual spend and more than 300 employees supporting commercial and defense related products. -Achieved +308% of material cost reduction goal for FY06-Achieved +450% of cost avoidance objectives-Achieved increased productivity via automated procurement tools +20%

Reporting directly to the CEO, I was responsible for prioritising, resourcing, and managing a wide variety of supply chain auditing and consulting operations for Fortune 100 clients in North America, Latin America and Europe. During my tenure I:-Supervised the auditing and analysis of more than $38B in client procurement activity. -Implemented cash recovery, cost avoidance and process improvement programs that yielded in excess of $119M in direct benefit to client operations. -Developed and sold new business services to validate Intellectual Property Royalty revenue streams for semiconductor clients.-Tripled the client base; opened and staffed new corporate offices in Silicon Valley; and increased our gross margin per project by 17%.

Working for the VP of Operations, Inter-Networking Systems Division, (an $18B product division of Lucent Technologies) I supervised a staff of 50 people which included managers responsible for Purchasing, Materials Planning, Shipping, new product planning, and five different product groups. -Managed $1.2B, or 60%, of the division’s outsourced manufacturing in Asia, USA and Europe.-Coordinated manufacturing strategies, inventory and procurement requirements between 3 plants. -Successfully used negotiations and innovative techniques to eliminate $300M of the $500M in on-book, off-book and on-order zero demand and obsolete inventory left over from FY2000 operations.-Implemented and used MRP for the first time in the product division. -Reorganized and resized various departments to support significant business reductions. -My organization was ranked #1 worldwide for Cost Reduction and Cash Recovery in FY2001.

Reporting to the VP of Operations, I supervised a staff of 30, which included five managers responsible for Purchasing, Contracts, Electronic Commerce, Planning, and Supplier Quality Improvement. -Supervised the single largest procurement activity in the product division with $800M of spend in support of San Jose, Sunnyvale, Phoenix and 32 Sales/Design centres in the USA, Canada & Mexico.-Manufacturing spends included wafers, gas, chemicals, foundry services ($95M), offshore assembly & test ($300M), substrates, and various items of wafer processing, test and measurement equipment.-Implemented a wide range of supply chain initiatives with a focus on supplier assessment, source selections, risk mitigation, improved material turns, reduced spares/maintenance costs, supplier managed inventory programs and supplier performance improvement.

-Supervised approximately $175M in purchasing activity supporting domestic manufacturing operations and a global customer base for the world’s largest semiconductor capital equipment manufacturer. -Developed, implemented and managed material sourcing strategies, supplier selection and supplier management programs which reduced the supplier base by 30%, increased on-time-delivery from 67% to over 95% and reduced the total cost of material acquisitions by 11% during the first year.-Supervised negotiations for over $100M in JIT contracts across 9 different commodity areas in FY96.-Employed “Should Cost” and “Value Engineering” principles to achieve +70% cost savings on critical high volume consumable parts used in semiconductor processing.-Developed and managed a successful cost reduction program for semiconductor wafer processing components that saved $20M in material costs annually.

Product Support Manager (1987-1990); Business Proposal Manager (1990-1993); Logistics/Product Support Engineer (1993-1995)