Champion the financial business plan to develop and implement a Global Reman product strategy including market segmentation, planning, production and distribution; both short and long term, prioritizing product development along with defining customer values.

PROFESSIONAL EXPERIENCEInventory Analyst Aftermarket Parts - CATERPILLAR - Tulsa, OK Jan 2011 to Nov 2016Challenge: Using product life cycle bench marks & expertise; responsible to manage & forecast in SAP 5000+ sku’s valued at $15M of U.S. based inventory while managing/reducing & eliminating excess & obsolete inventory. Leading demand interrogation and business intelligence focusing on stock logistics and warehousing. Responsible to create long-term stocking strategies for strategic parts which have an insufficient demand history, but are critical to mining equipment operation. Actions/Results:• Analyzed historical Inventory data to determine trends in backorders, sales and pieces.• Evaluated requests to add fast-moving component inventory for rebuilds and product group growth requests. • Over a 10 month period, raised service level on HMS 6040 model from 75 % to 87% through a comprehensive review of all bills of material to develop a parts stocking strategy. • Host and lead quarterly discussions with key dealers to provide GAP analysis on their inventory and recommend alternate inventory strategies to provide better service levels to their valued customers. • Raised parts availability service levels through managing the prerelease of Service Bulletins allowing time to procure and stock parts prior to public release. • Maintained target service levels of 81% and above for hydraulic mining shovels while reducing inventory levels 6% / $2.8 million. • Lead 2016 E&O inventory action driving $2.8M reduction by analyzing global inventory demands and repositioning $1.8M parts globally while optimizing stock additions and eliminating surplus inventory

Challenge: Created & managed service exchange program that generated $7M+ in revenue annually while planning & managing $12M parts inventory that serviced the U.S. region hydraulic mining shovels aftermarket parts. Responsible for stock levels and major component stocking strategies. Directed all planning and procurement requirements for the U.S. and Canada markets. Actions/Results:• Using the leveraging strength of the supply chain, we exceeded 2010 business plan by 11%. • Developed usability guidelines and inspection process detailing the dimensional conditions of remanufactured components. Enabled technical repair scopes of work to be developed & passed to third party suppliers to perform to exact specifications. This allowed the products to achieve multiple turns on the component and eliminating additional seeding cost to the enterprise. • Oversaw all manufacturing processes for welding repairs, material specifications, chrome plating/grinding/honing, heat treatment, and quality inspections.• Headed warrantable situations and recovered financials as applicable from third party suppliers.

Challenge: Grow the value proposition for remanufactured components and off-the-shelf availability while managing subcontractors to perform the remanufacturing services. Further developing the quality specifications for these components to provide the reliability of a new product. Lead the sales effort on the reman products and collaborated with dealers to provide long term solutions on future planned maintenance outages. Managed warranty and dispute resolution for service exchange products. Actions/Results:• Led year-over-year growth of 22% in 2006, 31% in 2007, and 40% in 2008 before the downturn in 2009. In 2010 drove 10% growth over 2009 despite the slow U.S. mining economy. • Key member as part of a hand selected team of three where I was tasked to lead the remanufacture program to support the 22 new dealers to support our mining excavator parts business while growing revenues in 2006 by 22% over 2005. • Reduced Canadian operations rebuild cost by 20% by transferring work from 3rd party suppliers in Canada to a single point rebuild center established in the U.S. where usability guidelines and inspection processes were implemented to eliminate non value added work and controlled work scopes and repair process providing cost controls and transparent profitability margins.

Develop technical and mechanical processes in a union environment to perform failure analysis and component rebuilds for hydraulic components, gearboxes, transmissions, cylinders pumps and motors for mining trucks and hydraulic excavators. Actions/Results:• Developed and wrote the Remanufacturing Service Exchange Policy and financial business plan to launch the U.S. Service Exchange program for Terex Mining.• Responsible for all procurement including work order management, labor utilization, material specifications, welding process, chrome plating/grinding/honing, heat treatment, traceability, quality and cost controls through third party suppliers. • Established traceability guidelines for remanufactured components eliminating false warranty claims on the enterprise. • Implemented “Kanban” system to shop floor work areas eliminating non value added pic process for general hardware improving production.

Managed production requirements for a heat ex-changer product line requiring process controls and quality levels to pass different third party audits.Highlights:•Developed a real time phased production schedule and trained shop supervisors to manage lower level requirements to improve top level on time performance by 20%.•Justified and implemented $800k of capital expenditures which reduced overall production times by 30% and decreased quality defects.•Successfully directed and implemented a $300k integrated manufacturing business operating system (M2M), redefining business policies and procedures.