Designed MII based interfaces between S/4HANA and the shop floor for 25+ food manufacturing plants located in the North America, Europe and Asia. The solution supported manufacturing and quality in plants without MES systems. Project managed a pilot project to implement SAP Integrated Business Planning (IBP) to at GE Power.Lead SAP Production Planning Consultant during blueprint for Kimberly Clark, Winchester, Bridgestone Tires and Bell Helicopters.

Setup up Manufacturing Practice within Intrigo. Implemented real time SAP MII based interfaces between S/4HANA and Oclaro's (Electronic manufacturer) MES systems around the globe. Implemented SAP ME (MES System) for Katerra (manufacturer of pre-fabricated walls and floor systems in Phoenix, Arizona) and interfaced it to S/4HANA.In November 2018 Intrigo got acquired by Accenture.

► As a Solution Architect conduced an assessment of the requirements, at a Large Industrial Machinery & Components Manufacturer in Pennsylvania, for a SAP Manufacturing Integration & Intelligence (MII) based solution to bridge the gap between the shop floor and SAP S/4 Hana. Then as Project Manager implemented a man-machine interface, c/w barcode scanners, so that shop floor personnel can:- Conduct Goods Issues, Confirmations & Goods Receipts on Production Orders- Pick, Pack and Ship product to customers- Move material in and out of bins in the Warehouse ► Acting as Project Manager, implemented SAP ECC Financial Accounting & Materials Management at MCA Zambia, a US Gov’t funded recipient agency in Zambia. The solution was implemented to give visibility to expenditures on a US funded sanitation development project in Zambia. There was extensive interaction with personnel from Millennium Challenge Corporation (US government donner agency) and personnel from the government of Zambia ► Acting as Project Manager, implemented a bundle of financial reports at Purcell Systems, Spokane Valley, WA. Purcell Systems had recently been acquired. The custom reports gave its new parent company visibility to financials while the two were on separate ERP systems► Acting as a Solution Architect, build a series of accelerators in business analytics using SAP BOBJ Products:- Plant Manager’s Dashboard- Supply Chain Manager’s Dashboard- CFO Dashboard- Approach to Predicting Stock-outs in Retail

► Conducted an Applications Assessment at Regence Blue Cross & Blue Shield of Oregon. Regence Blue Cross & Blue Shield of Oregon was divesting its Pharmacy Benefit Manager (PBM) business. Was a part of HP’s two-person team that provided recommendations on:- Applications that should be retained by the acquiring company- The IT Transition Services Agreement (TSA) between the two companies- The total cost of ownership for the migrated applications for a period of two years. ► Developed an IT Strategy at CenterPoint Energy in Houston, TX. Work was carried by a team of HP and Microsoft consultants. Developed frameworks for:- Mobility- Enterprise Portal- Information & Analytics- Enterprise ApplicationsI was personally involved in developing the Enterprise Application framework. Had extensive involvement with client IT directors and managers in understanding the current state of the applications. Also had extensive involvement with individual Business Unit Executives to understand their medium term and long-term business strategies. Based upon this input, developed a future state vision for applications and a roadmap for its implementation► Conducted an assessment of Supply Chain processes and applications at General Motors (GM) Together with a team of HP consultants developed solution architecture to reduce the procurement planning footprint from 20+ applications to 5 applications

► Established an SAP MII practice at Sita Corp. Developed various accelerators, using SAP MII, to connect the manufacturing shop floor with SAP ERP (ECC)► Conducted an assessment of Timet’s shop floor manufacturing facilities that made and or processed titanium. Prepared a roadmap for implementing MII based solutions to connect the shop floor to the SAP ERP layer at three manufacturing facilities in the United States► Architected and Implemented an MII based Man Machine Interface to connect the shop floor at Timet’s Henderson plant (in Nevada) to SAP ECC:- Using IDOCs downloaded Process Orders from SAP ECC to MII and then on to the workstations - Installed tablets on all workstations/machines- Connected various weighing scales to MII and SAP ECC via PCO- Wrote code to enable operators to carry out shop floor business process on workstation specific custom screens while Goods Issues, Confirmations, Goods Receipts, Material to Material, etc. are transacted in SAP ECC in the background

► Was responsible for the support of applications at eight mfg. sites in the US, Canada & the UK. My contributions included:- Improving visibility to mfg. metrics - Development & implementation of IT Service Level Agreements - Deploying additional and much needed business functionality within the SAP platform ► Selected SAP implementations to which I provided Program Level oversight:- Human Capital Management- Valuated Sales Order Stock (VSOS) - HCM & Cost Controlling reports using BOBJ Rapid Marts- COA Conversion, NewGL, IRFS & Business Planning & Consolidation- Document Management & Engineering Change Management in flag ship plant in Ohio- Proof of Concept - Demand Planning, Supply Network Planning, PPDS within APO► Selected projects in which I acted as the Solution Architect & Project Manager: Using MII, the implementation of: - An executive dashboard for the CEO - A solution to automatically capture Setup Time, Run Time, Teardown Time, Scrap Quantity etc. from CNC machine and then pass these on to SAP in near real-time through the Confirmations BAPI transaction - Overall Equipment Effectiveness (OEE) on four bottleneck machines in the "flag ship" titanium mfg. plant in Niles, Ohio- A Supply Chain visibility solution that showed (a) the locations of Boeing parts as they move between RTI plants and sub-contractors and (b) whether parts required by individual aircraft ship-sets are being processed/produced in a timely manner. - A set of Production Order Costing and Yield dashboards► Re-Implementation of SAP ERP at two manufacturing sites. Scope included Sales & Distribution, Materials Management, Production Planning, Cost Controlling & Financial Accounting

► Setup Manufacturing Integration & Intelligence (MII) Practice at Perot System. Trained seven (7) fresh graduates in MII► Sold and implemented a MII Shop floor visibility solution at RTI International Metals: - Gathered requirements from individual plants & developed a requirements matrix- Developed an implementation roadmap & costs- Architected & implemented a solution that provided visibility to productivity, capacity, on-time Production Order completion and WIP in three manufacturing plants ► Sold and implemented an extensive MII prototype for providing shop floor visibility at Altivity/Graphics Packaging: - Did an assessment of 4 plants and then presented a vision for implementing Lean Mfg. by closely monitoring and controlling Throughput, Scrap and Machine Availability- Built a detailed prototype. Sensors were installed on machines then dashboards provided visibility to Throughput, Scrap and AvailabilityAfter the initial prototype, Graphics Packaging implemented the solution in 10 mfg. plants in the USA ► Implemented MII based solution at NS Group’s Pipe Forming facility and Steel Smelter in Koppel, Ohio:- Conceptualizing how SAP MII can be deployed to interface SAP to existing Manufacturing Execution Systems (MES)- Developed bi-directional interfaces between:  * SAP & CTG * SAP & Siemens * SAP & WMS

As EDS’ Portfolio Offering Manager for Enterprise Application Services (EAS):►Re-defined EDS offerings for:-ERP (SAP, Oracle and Peoplesoft) implementation-Integration of enterprise applications within an enterprise-Support of enterprise application► Developed EDS’ three tier (onsite, off-site and off-shore) delivery model. This was to facilitate the migration of selected work activities from on-site to off-site or to off-shore locations► Developed an EAS Assessment and Migration Approach for off-shoring SAP/Oracle/Peoplesoft related application support to low cost (off-shore) locations to enable a 20-30% reduction in TCO► As the Project Manager, conducting an EAS Assessment pilot on SAP’s largest client. During this pilot, successfully demonstrated how off-shoring can produce 20-30% savings while utilizing a conservative phased migration approach

► Was EDS’ Chief Technology Officer (CTO) on the Safety Kleen account which provided about $40M/year in IT services:Conducted a 3 year IT Strategy that focused on:- Robustness & reliability of IT infrastructure- Functional gaps in the SAP portfolio Provided technical oversight to- Project mgrs. providing SAP ERP & Descartes route optimization functionality- Help Desks, Service Mgmt. Centers & Desktop Support► As a member of a joint EDS and AT Kearney team, conducted an IT Strategy & Application Rationalization for Carrier Corp:- Developed consensus on selecting an ERP suite in each of the global regions- A phased plan for migrating to the future state ► Application rationalization exercise at Hubbell Electronics:- Documenting business performance gaps & strategic drivers- Documenting the current state, vision & architecture for the future state- Identifying benefits & order of magnitude costs- Developing a road map for implementation - A short list of ERP packages for implementation ► During an EDS internal eProcurement productivity improvement initiative: - Conceptualized the opportunity & strategy for demand reduction in voice circuits- As Project Manager built & deployed a solution for demand reduction. Eliminated 25% of EDS’ voice circuit demand. Realized recurring cost savings of $7 million/year► Performed a Supply Chain (SC) assessment at Kerr-McGee. The client was provided a detailed demo & recommendations for implementing Vendor Managed Inventory (VMI), Online Order Entry & Available to Promise (ATP) capabilities► Conducted a SC assessment at Smartmail. Designed and build a solution to provide visibility to packages while in transit. This enabled enabled Smartmail to retain $45M/year worth of business► Conducted a SC Assessment at General Motors, Detroit. Identified opportunities in:- SC planning through enhanced Collaborative Forecasting- In bound materials planning- In bound materials execution monitoring and response

► Program Managed a Peoplesoft ERP & Descartes SCM implementation at Ferrellgas:- Preparing flight plans- Compiling program level manpower requirement estimates- Implementing EDS’s Risk Mgmt. methodology- Preparing program level project plans with inter-project dependencies- Monitoring & managing the execution of four project streams using MS Project- Designing & implementing a Program Level Digital Dashboard► As Testing Manager, implemented a System Test Methodology for a custom SCM truck route optimization solution based upon Descartes Technology:- Prepared high level system test methodology, plan and schedule- Coordinated the preparation of detailed test scripts, data sets and test programs by leveraging EDS/Client/Descartes resources ► As Program Manager rescued a troubled Oracle Financials Implementation at Tenncare Medicaid. At the outset, re-scheduled to a realistic go-live date, deployed more functional resources & created a plan to add more software instances. Closely managed:- The signing-off on requirements- The signing-off on UAT test cases- The loading of legacy dataSuccessfully delivered the implementation by the revised timeline► As EDS’ infrastructure SME helped expedite the implementation of IT infrastructure during an ERP & CRM Implementation at Tenncare Medicaid. Managed the installation of infrastructure for the Siebel and Filenet CRM solutions. This included: - Establishing requirements- Procuring hardware (servers and SAN) and coordinating the installation of hardware and operating systems► As a Program Manager, led a team of 10 consultants through requirements gathering phase for the implementation of the Healthcare Reform Agenda at Tenncare Medicaid. Once requirements were defined, expanded the team to 70 people and then led the implementation of the State’s Healthcare Reform Agenda. Implementation involved modifying the State’s custom solution (written in “C” and Powerbuilder) to accommodate new legislation

► Was responsible for the maintenance of the shop floor portion of SAP-PI implementation at Fletcher Challenge (Paper Mfg.) in Canada for 12 months. SAP PP Configuration and client specific interface programs were analyzed and issues addressed to resolve trouble tickets ► Was the Production Planning Team Lead for the TDS Systemhouse's SAP implementation. TDS was involved with the assembly and configuration of desktop computers. A preliminary evaluation of SAP functionality to meet client's needs was completed. The project was put on hold shortly after the acquisition of SHL Systemhouse by EDS► Provided SAP-PP remote support (from the US) to the EDS team working on a SAP implementation project at Cadila Pharmaceuticals Ltd. in India. ► Conducted analysis to determine SAP-APO's ability to meet Reichhold's multiple plant supply chain needs in North America. The analysis was conducted for all the major areas (i.e. demand planning, supply network planning, detailed shop floor scheduling, global ATP and early warning system) within the supply chain. This exercise was a part of a larger study to determine the relative benefits of APO, Manugistics and i2 for Reichhold.► Played a key role in the definition of a methodology for ERP Optimization within EDS (US). Was involved with defining (a) the key components of the ERP optimization offering, (b) designing logistic questionnaires and (c) designing/collating execution tools► Develop SCM assessment methodology within EDS Canada.

► “Change Program” to improve the delivery performance of a Sheet Metal Cell that manufactured 1400 different airframe sheet metal parts and employed 70 people. Focused on improving process robustness, improving shop floor control, and improving production planning methodology. In seven months, the Cell’s delivery performance improved from a historical 65% to approx. 80%► Design and installation of a Cell for the manufacture of composite panels for the Boeing 737 program. The dynamic capacity analysis was accomplished using Simfactory. On completion, the Cell manufactured 1500 panels/month, employed about 180 people and had sales of approx. $20 million/yr.► Development of a PC based dynamic simulator, written in C/C++, to assist in the design and operation of Manufacturing Cells. Simulator enabled (i) finite capacity scheduling, (ii) evaluation of launch plans and (iii) improved and predictable delivery performance ► Development of a robotic cell for the deburring and grinding of a number of airframe and aeroengine parts for improved productivity, quality and reduced lead-times. The robotic cell was built around a Fanuc six axis articulating arm robot. An automatic tool changer and a flexible fixturing system were custom designed. Savings of $250k/yr. were realized. ► Physical relocation of manufacturing equipment on the shop floor from a function layout to a Cellular layout► Design and installation of ten aqueous cleaning systems to replace 1,1,1 Trichloroethane (TCA) for compliance to Montreal Protocol ► Interface with three levels of government on environment matters and implemented pro-active strategies to reduce pollution, water and energy consumption

► Solution Architect for implementing Lean Mfg. in an 1,800 person aerospace mfg. facility. This included (a) the conceptual redesign of mfg. activity from a Function Layout to a Cellular Layout and (b) the detailed design and implementation of four mfg. cells for aero-engine components, 5 mfg. cells for airframe components, one mfg. cell for rocket motors and two shared facilities. This was accomplished through the following five steps: - Using Random Order Clustering (ROC2) algorithms on a matrix of 30,000 parts & 400 machines, identified preliminary natural groupings (cells) of parts & machines- Using custom code written in “C” conduced capacity requirements analysis on mfg. cells for next 24 months. Reassigned parts and machines to mfg. cells such that autonomy in mfg. cells was maximized while there was minimal need to procure additional (duplicate) machines- Provided Cell Leaders, Mfg. Engineers and Material Planners a week long course in the design and operation of manufacturing cells- Finalized individual cell designs using a team based Kaizen approach- Then in 1995, as manager of Facilities Eng., physically implementing the new cellular layouts of mfg. cells The above resulted in (a) a 50% reduction in lead-time and WIP, (b) 80% reduction in distance traveled by parts and (c) a 30% reduction in nonconformance. A conservative estimate of savings: one time savings of $1,400k in reduced WIP & a reduction in operating costs of $800k/year► Re-engineered the receiving inspection process. Designed an expert system (using CLIPS) to improve productivity and reduce material scrap in the receiving inspection process ► Developed automation in a number of processes e.g. ink marking of parts, vibropeening of parts, electro-etching of parts and drilling of deep holes using a custom manufactured five axes Fast Hole EDM Machine. Then procured funding to implement these processes

As a Maintenance Engineer and a Project Engineer, implemented a number of capital projects at a refinery, gas plant and powerhouse in Taylor, British Columbia, Canada. Took projects from conception to completion. This included preparing budgetary estimates, preparing Authorizations for Expenditure (AFE), detailed design/blueprints, procurement of all materials from pressure vessels to pipe fittings, preparing RFPs, awarding construction contracts, supervising construction activity and then finally commissioning the new facility. Projects included:► Overhaul of GE Steam Turbines & Generators in the Powerhouse► Installing Bentley Nevada vibration & thrust monitoring system on steam turbines► Monitoring the health of 7 centrifugal pumps providing the refinery with 30,000 gallons per minute of cooling water ► Replacing Boiler instrumentation► For improved removal of caustic from gasoline, the installation of a new processing unit consisting of two pressure vessels, piping and controls► Budgetary proposal for upgrading natural gas processing facility to meet peak demands. The proposal included the installation of a building, a furnace, two compressors, five dehydrators, two scrubbers and modifications to the internals of ten existing vessels. Approximate project value was $ 7.5 M► Installing cameras and control instrumentation to monitor and control H2S emissions from flares► Installing high voltage electrical feeders in the Gas Plant► Purchase of a Track-mobile. Building a metal structure for the housing and maintenance of the Track-mobile. Installation of a rubberized rail road crossing on TransCanada (highway)