Manage customer relations, operations, and financial performance at the end point of the Incora supply chain to customers across Direct Line Feed (DLF) and JIT US sites and a global engine program through customer operations and program management. Oversee and support an excellent staff and work with great colleagues and leadership in the supply chain, purchasing, commercial, quality, engineering, finance and HR teams to deliver Innovation through Integration for the aerospace value chain with precision hardware for engines, airframes and composite structure chemicals.

Wesco Aircraft is now with PattonAir as INCORA. Airframe and air engine program management, end-to-end supply chain services and quality assurance. AS9120. Innovation Through Integration. Work with strategic and high-risk suppliers to improve performance through, risk assessment, Six Sigma and Lean advisory within the AS9100 QMS framework. Reduced lead-times, increased throughput and reduced expedite and operating costs for both Incora and suppliers in support of Incora customers.

Current Projects: Digitalization of the best capabilities for business, government, and non-profit effective, efficient and accountable performance. 3 Dimensional Analytics for better outcomes. Supply Chain design for the newest normal: Sustainable, resilient and proactive with a focus on cash flow. COVID19 Related: Re-starting operations and running under reduced demand, smaller workforce, safe workplace. US, Singapore, India & Italy. Scenario based planning and decision making under emergency orders, dynamic demand and variable workforce. Biotechnology: Biopolymers commercial startup phase in Delaware vs. alternative locations. Emergency / Continuity of Operations: Decision analysis, safe workplace, optimizing emergency coverage and response. Our model: We work at no cost or our cost with community, civic, and non-for profit rehabilitative / restorative organizations and for profit work with governments, companies and large scale NGOs. Targeted analytics power world class,proven operations improvement and strategy deployment methods aimed at sustainable high throughput operations, cash flow and high caliber/output workforce top and bottom line results, resilient operations. Global reach with offices in the US, Singapore and Italy. We work with global organizations to sole operators, we use digital deployment and support. Feel free to contact us with questions or to discuss your challenge. Past projects: Global supply chains, government agency operations, commercial agriculture optimization, IT strategy and deployment, sustainable supply chains, integrated business management, demand management, innovation pipelines. Systems optimization, safe operations / workplace. Financial Pandemic of 2009 from survive to thrive.

Much opportunity to help state government become more effective, efficient, and leadership accountable. Improving the hiring and retention of operating staff.

After many years of teaching and working with SCOR I am now an APICS IDP SCOR Instructor. The SCOR Framework and body of knowledge is one of the best ways to understand not only your supply chain, but your business as well; figure out how to address the most impactful challenges and solve and scale improvements. With knowledge and experience its equally effective and very efficient at designing and adding new business capability and delivering sustainable performance. With APICS.org SCOR is now more accessible to supply chain professionals globally than ever.

We are defining the language of financial health, we see what others don't; Pioneering Insight. Supply Chain Financial Health is critical to mitigating risk and building resilience. Leveraging my 25 years of experience building innovative solutions and people capability to “understand what’s over the horizon” for some of the most complex and fast moving supply chains across the world and executing to deliver much better outcomes; Now I am leading the supply chain market and solution development for Rapid Ratings International and working with such a great team! Our predictive analytics are proven with global F100 companies to deliver a competitive advantage through assessing suppliers, 3rd parties and customers on their Financial Health. With the longest most accurate forward horizon of 12-18 months on predicting default. The broadest, deepest, best performing Financial Health Ratings (FHR®). It's great to work with so many outstanding procurement and supply chain leaders. The need for building agility and resilience is on the agenda of the CXO teams and boards for the global F2000 and their supply networks, I truly enjoy the discussion and finding ways to advance capability .

We start with a simple concept from The Open Black Box Theory. We adapt the leading methods and models for complex business and analytical challenges. Predictable using math or not? A simple idea that unlocks complex data, targeting where the most value can be delivered quickly. Predictable becomes much more efficient with lower touch, less predictable may have patterns more complex math can uncover; the "not predictable" becomes a much smaller pool of decisions for your team empowered with more time. We transfer the knowledge, provide sustaining analytics, advise, coach and mentor. You own the strategy, project structure and resource choices. Our experience with the world's most complex value chains, with high risk, leveraging large fixed investments against rapidly evolving end user and consumer demand - and nimble and innovative competition. We combine world class "data science" and deep successful experience with analytics to target the most impactful "future external stakeholder value drivers" to accelerate time to results and time to value - we focus on developing your teams capability so YOU sustain gains and grow capability to deploy and strategies with much greater resilience and agility. 4 Building Blocks:1. Deep and broad improvement and transformation experience leveraging the most effective methods and models as frameworks - APICS SCC SCOR, Oliver Wight's IBP, Gartner's & Supply Chain Insights Demand and Market Driven Models.2. "Outside In" Financial Analytics to focus on the future value drivers - applicable to all internal improvement work. This resonates and provides relevance for investors, boards, the CXO team and internal project teams. 3. Analytics - the latest data science to connect the "outside in" to the "inside out" and target key end to end segments and levels of process with aligned KPIs and Metrics.4. We partner with you and your teams - our partnerships with leading organizations provide scale for any size project.

- CXO sponsorship of IBP/S&OP and Demand Improvement Program: Value Case, Strategy, and Actionable Roadmap. Multi-division global business, complex value chains.- Reduction of "bad" complexity- Board EVA Analysis of operating performance and strategy evaluating investment decisions and ROI.- Acceleration and enablement of a "Multi-View" Demand Management Process with data and team development.- Sustainable Supply Chain Strategy - executed development steps- Execution improvement and planning horizon extention for IBP/S&OP

Leading the improvement of Sales and Operations Planning and Demand Management maturity across Dow businesses and ventures. Working closely with Business Presidents and their cross functional leadership teams to drive the cultural and process changes needed to implement and sustain best practices in S&OP. Creating major transformative performance, financial improvement and competitive advantage.

Specializing in large enterprise transformation for S&OP, IBP, Demand Management and Supply Chain.Supply Chain, Strategic Sourcing, Sustainable & Resilient Business Operations, Advanced Demand Management, and Integrated Management Solutions. Predictive Analytics integrating advanced S&OP, Demand, and Product Management with a focus on managing for profitability.Focus industries:Materials science, life science, biotechnology, chemicals. Solutions:Supply chain strategy, education, assessment, solutions, actionable high ROI support. Management Services, Process Design, SCOR Business Process Management and Projects, Marketing and Market Development. Strategy development, integration and execution, complex supply chains, global supply chainsPast:E.I. DuPont Business Unit Director of Supply Chain & Supply Chain Innovation Leader, Demand Management Program Manager, Integrated Business Management Program ManagerNewell Rubbermaid - Supply Chain, Demand, S&OPRaytheon Materials Manager, Demand Manager, Financial Analyst

Accountable for the effective development and operation of the global Integrated Business Planning (IBP) capability. Responsible for project development and execution and team leadership globally for the overall process and the executive integrated reconciliation. Team member for the BMS Supply Chain Transformation.

Business Development assignment translation internal DuPont success to external solutions. Recognized leader, collaborator, active listener to needs and challenges, practial implementer of solutions across industries for innovative, replicable and scalable methods of improvement and operating that deliver value to your business. Management is about making people's strengths greater and weaknesses irrelevant - Peter Drucker noted this and I have found it the best way to work with people. My experience is it works- creating the most business value and sustaining performance with a culture that engages for everyone everday to learn and improve.With the goal of creating value through reducing investment risk and increasing the probability of positive outcomes. We work with internal and client teams on developing solutions to reduce the resource intensity along supply chains and value networks with sustainable capital effectiveness and sustainable operations. This is done with improving the reliablity operations, capital effectiveness (uptime, flexibility) and supply chain integration and end to end results for cash, cost, and asset results that are driven by market demand. Focusing on how to scale and integrate sustainable solutions to meet the needs of oil and gas, chemicals, bioprocess, mining and manufacturing companies. Employing proven methods from supply chain and business process management to engage people and help them succeed in innovative ways to bring true triple bottom line value - people, planet and profit.Accomplished and proven personal practical experience and leading teams to intergrate with business strategy and connect to markets to create and/or improve supply chains that deliver the value reliably, sustainably and with the required level of agility and adaptabilty to the strategy, investment and market dynamics.

Developing and adapting leading methods from DuPont's successful operating, supply chain, capital management capability into practices and methods to deliver similar capability to clients and customers. Research and development, thought leadership case studies, proposals and deployment methods.

Lead the development of the commercial scale supply chain and business integration for DuPont Biofuels leading a team from the corporate supply chain and sourcing and logistics organizations for DuPont's Butamax joint venture with BP and DuPont's Cellulosic Ethanol business.Innovative approach to delivering a sustainable supply chain that is both less resource intensive, and responsible to stakeholders in the community, employees, investors to deliver an entirely new business model. Collaboration was the key to success, no one person, group or function had the complete answer, through engagement and diligent work the teams really made what other people considered impossible a reality. New sustainable agriculture practices, application of safety practices, low carbon output, use of co-products. Utilizing supply chain and process modeling, value stream mapping and SCOR to develop a commecial supply chain in parallel with the scale up of R&D.

Lead the development of new innovation and improvement in the end to end supply chain management space. Architect of DuPont's successful approach to shifting from functional to strategic supply chain management, integrated business management (advanced S&OP), Demand Management, and Demand Driven Supply Chains. Collaborating to bring together the best elements of LEAN, Six Sigma, and the Supply Chain Council's SCOR methods with supply chain knowledge to systematic approaches that engage people in a culture of improvement.Highly collaborative role, actively listening to needs, working with external thought leaders, supply chain and business leaders and very capable people at all levels of the organization we accomplish great things that have made supply chain and operations a competitive driver of success for DuPont.Led multiple projects for supply chain development globally, to take concepts and ideas, pilot, gain buy in and move to corporate wide practices - generating early results to take concepts to reality.External contact for sharing best practices and DuPont relationship manager for APICS, Gartner/AMR, Supply Chain Council, Corporate Executive Board Operations Exchange (formerly SCEB).Conducted research into leading methods of supply chain, demand, and business management, interfaced externally with other thought leaders presenting at conferences globally, networking with peers across industries, developing white papers and developing and adapting practices for DuPont's over 75 sbu within 14 major business units, covering biotechnology, agriculture/food, speciality chemicals, coatings, glass laminating materials, building products.

Developed leading and systematic approach to Demand Managment to reduce uncertainty across DuPont's global business units, direct actionable targets for improvment for market facing teams, framework for scalable replication and deployment. Trained, educated global teams and resources. Integrated into advanced S&OP practices for business management aligned demand practices to market strategy and tactics. Developed assumption based and effective metric and KPI driven processes. Recognized by the Institute for Business Forecasting and APICS for practice effectiveness and innovation.Created a global network of demand professionals that meets weekly to determine demand direction, share successes and challenges and demonstrates the value of a group of people with shared interests and diverse backgrounds solving major challenges.

APICS is an organization with great people who care about what they do and take great pride in their professional capability and being responsible for making a difference. Working with the team is a great pleasure as we work as a task force to accelerate and further integrate sustainability into APICS Supply Chain and Operations programs and APICS organizations. Through collaboration, listening to the needs and challenges across many industries and working together to find ways that APICS can assist practitioners, business and organization leaders to achieve results for people, planet and profit.

Implemented SCOR based benchmarking re-engineering of the EMEA logistics network, moving to both lower costs, lower inventory and higher service. Developed standard roles with APICS centered supply chain competency for all supply chain roles. Implemented TSCA and CTPAT programs for material traceability and port / facilities security. Introduced Oliver Wight Integrated Business Management and implemented in core elastomers business to replace operations centric S&OP process. By focusing on building up people's capability and knowledge and engaging them, great results happend.Provided leadership, guidandance and mentorship to a global team helping them develop greater knowledge and apply with their skills and capabilities.Ultilized experience from consumer goods companies to bring and adapt new methods to address demand uncertainty, supply chain and operations integration and improve end to end performance in B2B industrial products.Part of the strategic sourcing initiative to identify key materials and services for strategic engagement and move to lower cost sourcing (internal effort, external cost - total cost approach) process. Led change to logistics management and sourcing.

Led the supply chain organization, benchmarked as a world class, LEAN enterprise in quality, lead time, agility, and non-value added waste reduction. Producing very high volume and mixed volume products for Microsoft, Intel and other technology companies. Highly collaborative relationship with Microsoft, turned out the highest quality products with very short lead-times. Introduced effective master planning, integrated s&op and demand planning. Worked closely with customers, colleagues, and team members to deliver fast, reliable results that required coordination with people, equipment, and extended supply chain partners and customers. Parent company exited the market to focus on core business - as a leadership team we planned, led and executed an exit and sale of the business unit that kept team members engaged and motivated, producing improved quality and execution of the launch of Microsoft's Windows 98 (best supply chain performance of any product line for Microsoft to date), under cost targets. One of my greatest learning opportunities

Led dramatic improvement in demand and supply chain performance. Developed a demand driven supply chain from a functional, suboptimized approach for the Goody Hair / Ace products business in a new acquisition. Working to elevate the capability of the team and help them focus on what made the biggest difference. Moved line fill performance from 87 to 99% for Walmart, Target, and Walgreens by identifying demand drivers from point of sale, integrating promotion planning for movie tie-ins, and working with marketing and sales on life cycle planning, engaging the operations team for production, maintenance, distribution through master planning and s&op processes to produce end to end results as an integrated team.Developed supplier VMI replenishment programs and integrated into customer VMI and high fill rate/turn replenishment systems

Management Development Program 1989-1992, Financial Analyst, Supply Chain Manager, Program Manager.Materials Manager 1 MM square foot facility - 200 associates three shiftsStrategic Sourcing team, move to strategic sourcing and partnerships on critical subassemblies and materials, shifted volume items to kanban and supplier led VMI replenishment.Collaborative, high performance team implementation in two unionized sites.Led new product introduction and product line phase out for new cooking range lineDeveloped, implemented and led master planning, demand and s&op processes