• Manage a team responsible for all Midstream Supply Chain functions in support of a yearly operating expense budget of $65mm. This includes the competitive bid process, policy compliance, negotiating purchase agreements, supplier performance, driving integration of P2P (SAP/Coupa) process and presenting strategies to executive leadership.• Led site transformation from Enertia to SAP(S4) ERP system, which included maintaining Open Invoice as the payables platform at site along with the role of site super-user for SAP and OpenInvoice. Duties included training on both systems, point of escalation and generating required reporting for four different organizations through transformation. • Responsible for team that generated $4.5mm in Value Contribution that assisted in meeting yearly operating expense budget. This was achieved through a better-defined supply base and bidding process, sale of retired assets, tighter controls of P2P process and negotiating strategic supply agreements driven by a data focused approach.

• Manage a team of nine Buyers that are responsible for yearly Midstream and Upstream spend of $277MM. Drove the implementation of the SAP Materials Management Module for the procurement of Services and Materials across the entire company. • Responsible for the management of material(s) inventory with a value of $28MM. • Category Management responsibilities for yearly spend of $35MM. Strategic sourcing actions led to a yearly cost savings of $5.2MM. • Lead Denbury’s Vehicle Fleet Management Program. This consists of managing 600+ Vehicles for a total value of $13.6M. Developed a strategy that reduced yearly spend by $2MM by using telemetric devices to drive data-based business practices.

• Responsible for all procurement functions and metrics for a $7MM category of spend. This included the competitive bid process, negotiating purchase agreements, supplier performance to KPI’s and executive reporting requirements.• Created and implemented the Key Supplier Review process for the Carrollton Procurement Department. • Developed and implemented a process to support strategic Supplier initiative that allowed the Completion Tools facility to meet contractual obligations through the farm out of work to our supply base, thus mitigating $3.5MM in liability.

• Responsible for collaborating with Senior Management in Business Operations, Technical Services and IT to implement and monitor the effectiveness of key sourcing initiatives using Oracle ERP solutions across multiple hotel brands.• Successfully negotiated $275M in savings on a yearly spend of $1MM within the lighting commodity after developing a new sourcing process, which became the company benchmark.

• Responsible for managing the electrical systems supply base, with approximate yearly spends of $15MM. • Led a sourcing team that drove $120M in yearly cost savings while improving delivery performance 30% thru sourcing electronic assemblies in local markets versus low cost countries.

• Responsible for all commercial aspects of the capital equipment procurement process with a yearly budget of $5MM.• Created a standard work process for the purchase of capital equipment that led to average cost savings of $710M against a $5MM yearly budget on capital equipment.

• Managed product planning activities on Embedded Intel Architecture Division value-based microprocessors with quarterly revenue of $27MM. • Created a volume-based incentive program in Asia and Europe for ethernet controller products that drove a $1.6MM increase in quarterly revenue with a 25% profit margin.

• Managed the daily performance, training and career development of up to 30 manufacturing technicians, while also leading a 40 member factory wide Emergency Response Team.• Increased area productivity in the Planarization Functional Area by 25% within one business quarter of assuming responsibility by allocating the correct resources to exceed output and yield goals, developing long range team strategies and improving team knowledge of work flow through the area.• Received an Intel Factory Award for developing a Breakthrough System that decreased maintenance downtime which resulted in a 15% increase in equipment utilization within eight weeks of being implemented.