• Successfully navigated the transition to electric vehicles by developing and implementing cost-effective and robust supply chains for new EV components while managing the ramp-down of ICE supply chains.• Oversaw a large budget for Powertrain purchasing across the US, Mexico, Germany, Austria, and China, leading a team of direct and indirect reports, ensuring efficient commodity, program, and operational purchasing.• Adeptly managed new supplier relationships and the conversion of existing suppliers from ICE to EV units, while phasing out obsolete suppliers, aligning strategies to handle fluctuating forecasts and market demands.• Reported to the President of the Powertrain group and served on the sr. leadership team, collaborating with Sales, Operations, Engineering, Finance, and Strategy teams to support comprehensive organizational goals.• Expertly handled inflation impacts, negotiating terms to surpass initial cost expectations and ensuring financial recovery through close coordination with sales and finance teams amidst the EV transition.

• Led a global outfit of 300 team members through the COVID-19 pandemic, sustaining employee morale while navigating the international supply chain and logistics disruptions within the commercial vehicle space to protect personnel and sustain production without interruption. • Championed the pivot toward electrification with executive-level leaders, transitioning into an emerging market within the procurement organization to develop new supply chains, partners, and design opportunities. • Directed the overall procurement function and strategic planning to ensure alignment with organizational objectives and internal partners by developing and implementing purchasing policies and standard operating procedures in conjunction with business needs and compliance mandates. • Led supply chain transformations including the deployment of integrated business planning processes, cutting-edge tools, internal controls, and new modules to maximize profit and enhance agility. • Served as a thought leader and subject matter expert by communicating procurement methodologies, philosophies, and strategy with key stakeholders and driving critical decision-making to achieve key performance indicators (KPIs) and strategic priorities amidst the pandemic.

• Oversaw and directed all global aftermarket, trailer, and industrial procurement teams, directing end-to-end sourcing, supplier development, program management, and both demand and material planning in pursuit of facilitating year-over-year (YOY) revenue growth. • Leveraged robust supply chain subject matter expertise to provide dynamic solutions in a consistently evolving market, navigating based on trends to realign business strategy with profitable best practices.• Developed a procurement mentality, operating as a key point of contact and voice of leadership within a global culture building, motivating cross-functional teams in synchronization to maintain performance metrics. • Managed a high-performance cross-functional team of three directors, 10 managers, and more than 80 individual contributors with active mentoring, coaching, and leadership. • Designed, developed, and maintained a robust global supply base, nurturing strategic relationships to expand long-term agreements; additionally, improved supplier quality scores YOY. • Bolstered programming that achieved material piece price reductions YOY through supplier negotiations, domestic resourcing, direct material optimization, and product rationalizations. • Actively maintained supplier parts per million (SPPM) standards of 15 while invigorating supplier on time delivery from 70% to 97% simultaneously slashing customer backorders from $15M to $3M over 18 months.

• Oversaw a substantial program launch, successfully launching a new axle which secured PACCAR as a new customer and secured a more robust market penetration; launched on time and within budget. • Exceeded internal benchmarks, achieving selection from senior leadership to direct the North American Truck Purchasing team of five managers, 25 buyers, and 15 program managers. • Implemented transformative measures which achieved a material price reduction and built a material pipeline in the subsequent year.

• Directed a global logistics team with a substantial annual spend, infusing new policies and procedures which secured more universal discipline, better bidding, and consistent leadership key performance indicators (KPIs). • Coordinated and led global inventory best practices to improve inventory turns over a three year span• Introduced a multi-million-dollar solution to bolster inventory return, crafting a multi-year supply chain systems and processes transformation strategy to guide C-suite teams with data-driven organizational decisions.

• Oversaw and integrated an established vision, mission, culture, and strategic direction for more than 35 personnel on the global purchase to pay (P2P) department, including SOPs for invoicing, vendor maintenance, purchase order administration, payment processing, process re-engineering, and organizational design. • Launched an innovative optical character recognition tool that imported information from invoices in coordination with an internal travel and expense system to remove manual invoicing. • Created a cross-functional team, effectively streamlining invoicing policies and procedures and negotiating procurement payment terms. • Maintained relationship management best practices, establishing a robust network throughout the process of global company expansion that added additional sites into internal processes.

• Directed a multi-functional Financial Shared Service Center (FSSC) which included invoice scanning, payment processing, and accounts payable (A/P) re-engineering teams, effectively driving internal performance levels while operating with a reduction in staff.

• Developed and implemented strategic financial concepts, including return on investment (ROI) evaluations and business case analyses which were instrumental to FSSC decision making best practices.

• Provided strategic leadership and direction across foundations brake product development teams, championing component change implementation, re-sourcing activities, risk management best practices, value-chain logistics, cost reduction initiatives, and long-term warranty reductions.• Liaised on site at GM facilities to oversee product launch quality issues, analyzing departmental policies and procedures in order to integrate solutions which reclaimed performance standards.• Maintained responsibility over full-sized truck brake engineering production, effectively managing SOPs and production metrics while preparing a foundation for new next generation vehicle launches. • Coordinated with cross-functional teams on the small car product program, communicating in a global capacity to identify, adjust, and eliminate design variances; successfully implemented global rotor standardization strategies that saved millions of dollars annually.

Led the Full Size Truck (GMT800/900) foundation brake product development teams through strategic planning, component change implementation, re-sourcing activities, risk management, value-chain logistics, cost reduction initiatives and warranty reductions