Led global Operations function for $3B annual revenue business, including Planning, Sourcing, Manufacturing, Logistics, Quality and Safety, managing an organization of 3000+ employees across 50 global sites. Focused efforts to integrate former GE business segment with 14 SUEZ Industrial Solutions distributed stand-alone business units, focusing on arriving to one operating entity enabling growth and productivity synergies.

Full P&L Responsibility for global, $0.7B annual revenue business unit. Focused efforts to integrate to one operating entity enabling growth and productivity synergies through resource alignment and digital infrastructure.

Full P&L Responsibility for global, $150MM annual revenue business unit. Focused efforts to drive revenue and margin, through resource alignment, pricing, and leakage control disciplines.

Led Planning, Sourcing, Manufacturing and Logistics for $300MM Water Treatment Filters, Membranes and Equipment business in North America.

Led Planning, Sourcing, Manufacturing, Logistics and 3rd Party Supply Arrangements for $105MM Specialty Chemicals and Water Treatment Service business in Australia, New Zealand and Singapore, managing 110 employees across 8 sites. Consolidated 4 manufacturing operations at two sites to one facility, maintaining service levels, overseeing day-to-day execution of multi-million dollar restructuring budget to plan. Managed on-going operations, while realigning the organization and integrating GE culture and operating rigor.

Supply Chain footprint simplification strategy leader at GE Water & Process Technologies. Tasked with leading cross-functional and regional teams to develop entity and manufacturing consolidation plans, subsequently tracking execution to improve operating and cost efficiencies as well as managing other productivity projects for the COO.

Led Planning, Sourcing, Manufacturing, Logistics and 3rd Party Supply Arrangements for $95MM Specialty Chemicals and Water Treatment Filters and Equipment business in China and Taiwan, managing 125 employees across 4 sites. Completed construction and start-up (on-time, - budget) of multi-million dollar, 3-product line expansion of existing facility, while managing on-going operations of existing facility, integrating GE culture and operating rigor at the 5-year old site. Significant time spent driving sourcing benefits in support of Asian Buy for local and global operations.

Managed team of 10 experienced Black Belts driving significant process improvements leveraging Lean and Six-Sigma principles across global 4500-person Engineering and Operations organizations, while integrating five $200MM+ acquisitions.

Member of GE’s 250-person corporate team performing balance-sheet audits to ensure financial controllership. Personally audited $3.9B of assets, on-site, at eight, global GE Business Units, identifying process breakdowns and implementing operational solutions, working with GE Company Officers and Senior Executives and managing four separate teams of 1-4 junior auditors.

Provided risk and cost modeling and analysis, financial underwriting, deal structuring, commercial proposal creation and contract approval in support of $4.5B in aircraft engine service customized solutions campaigns. Managed on-site development and integration of new Risk Analysis team located in Bangalore, India.

Utilized various computer modeling codes and simulation techniques to create models of aircraft engine parts in support of new product introduction. Also worked to reduce manufacturing costs and improve production yield, utilizing Six-Sigma tools.