After leading the Purchasing Transformation to centralize and optimize the way we work, I am leading Cummins’ Global New Product Development Purchasing Organization. Our core focus is on delivering product readiness with optimized cost positions at the lowest supply chain network risk levels. We are doing this while focusing on cost optimization methods such as use of should cost modeling and changing our key KPIs to deliver cost up front vs allowing imbedded costs to saturate initial profitability of our products.Beyond core leadership of the New Product Development and Cost Analytics team, I lead special sourcing projects to obtain long term agreements that will support the market dynamics of our industry which include agreements for acquisition of intellectual rights.In addition to core leadership responsibility for our New Products and Strategic Sourcing, I am building a talent pipeline that will continue to deliver excellence in New Product Development beyond my time in the role.

My primary focus during this time of my career was leading the execution of the Purchasing Organization Transformation. This work included a complete redesign of how we are structured, the processes we need to maintain / improve and overall alignment of internal stakeholders, both being Purchasing employees and non-Purchasing employees. The work took 9 months to plan and was executed effectively in early 2020. The Purchasing organization is now a centralized organization working to maximize leverage and mitigate risk with the right areas of focus on tactical vs strategic activity. Prior to the transformation, the Purchasing Organization was fragmented throughout the business with various processes and approaches to Purchasing activity. The transformation impacted over 600 employees.