Owens Corning Acquisition of Masonite on February 9, 2024. Global Commodity Manager (Electronics & NPI) focused within the Supply Chain Organization at Masonite reporting to the Manager, Global Sourcing. The Global Commodity Manager’s primary objective is to establish and execute a global Electronics Sourcing Strategy and initiatives focused on all cost reduction activities to support the business objectives and goals. Establish a strong understanding of best sourcing practices including, VA/VE Management Techniques, Sourcing Play Books and Strategies, including Strategic Sourcing; fact-based negotiation; supply product analysis; supplier relationship development; optimizing TDC of the assigned products and services for Masonite. • Act as global supply management Point Person for Global Electronic Commodity. Initiate supplier identification, assessment, selection, and development processes. Develop and execute commodity sourcing strategies driving operational, financial, and business success ensuring the effective management of Supply Chain resource to meet customer and business unit objectives.• Develop and oversee NPI product launch plans for new business, and transition plans for products being moved between manufacturing sites.• Lead cross functional teams and manage supply chain goals related to assigned commodity (electronic) improving value-to-cost relationship by focusing on total cost of ownership, quality, delivery, service and working capital (DPO/inventory).

SK Energy Acquisition of Atom Power August 18, 2022 Manage, coach, and grow a new "startup" EV Business supply chain organization responsible for the total cost life cycle of all US based EV Charging Commodities. Building out a Commodity team by hiring 1 Commodity Manager and 1 Supplier Quality Engineer in support of all Mechanical and Electromechanical Commodities to provide the manufacture of EV charging distribution. Resource key products to attain TAA/BAA certification sourcing status and managed compliance for government projects. Implemented improvements in the supply chain including Phase-In/Phase-Out supplier Plans and increases in quality of assemblies with IEEE standard while at the same time exceeded cost savings targets. Point person for the implementation and business process leadership for NetSuite ERP system implementation.• Directed the compliance sourcing necessary to achieve TAA/BAA and UL for key products.• Delivered Direct Cost Savings target of >5% on $50M total spend for Electro-mechanical commodities. • Implemented Supplier Scorecards and supplier ranking to optimize the supply base.• Negotiated Contract overall indirect spend for plant MRO which yielded a $250K savings.

Direct a team of 11 sourcing/supplier quality professionals and 4 managers in support of the manufacture of Portable Compressors, Generators, Pumps and Medical Equipment Responsibilities include Strategic Sourcing, New Product Development and Supplier Quality Engineering• Delivered Cost Savings target of 3.5% while extending payment terms with Supply Chain Financing Program • Supplier Continuous Improvement programs reduced Plant PPM from 1200 to 500 qualified supply base and under supply contract• Achieved Significant savings 9.5% resourcing steel fabrication commodities to emerging market sources• Achieved BAA/TAA Validation for GSP Contracts with planned sourcing activity• Supply Chain Team was the only team within Atlas Copco Globally to become 100% Six Sigma certified - Received Personal Best Award

Hitachi Electronics Acquisition of ABB Power Grid Business Unit September 1, 2018Center of Excellence Direct Materials Procurement - Americas RegionCost Management of Copper and Aluminum Categories - Americas RegionManaging $250M spend supporting 14 plants and buyers for the direct materials commodities for Copper and Aluminum, including enclosures and conductor applications. Developed strategic plans to cross leverage like spend across multiple business units. Ensure that the category strategies are highly aligned to current and future business needs (& overall category strategy) and that the supply base is aligned with and capable of supporting these strategies.

Manage $200M spend supporting 18 plants with 18 plant buyers. Create and deliver strategic plans for the EPS Automotive Parts and Temperature Assured Packaging commodities to support overarching category plans. Ensure that the category strategies are highly aligned to current and future business needs (& overall category strategy) and that the supply base is aligned with and capable of supporting these strategies.• Cost Management of Automotive Foam Parts and Packaging Commodities including Tooling • Delivered Cost Savings target of 3% with overall savings of 4% while reducing working capital days 5.5 days.• Rationalized supplier base reduction down by 10%

Interim lead of plant resourcing team, Integrated Purchasing Project Team of 1 Commodity Manager, 2 Senior Buyers, and 1 Supplier Quality Engineer to deliver the following in short turnaround timing: - Significant Cost Savings with target of 4% and savings of 5% resourcing axle commodity to China- Potential for additional 10% savings in year 2+- Rationalization and Reduction in supply base by 20%- Coordinated the supply chain & tooling transition to sister-plant in Wuxi China

Recruited and championed new technical team of 10 purchasing managers to deliver the following in support of Navistar International Trucks & Engines and IC Buses: • Surpassed cost savings target with 4% overall cost savings by closely managing supplier contracts.• Developed and capitalized on first ever cross-company OEM Industry Benchmark Summit to baseline current Supply Chain & Tooling practices and set goals, planning, identify and close Kaizen process gaps. (Honda, GM, Caterpillar, Harley Davidson).• Reduced Purchase to Pay timing from 30 days to 5 days

Integrated and mentored decentralized team of 20 purchasing tooling engineers in 2 countries and 3 cities with a global annual budget level of more than $360M while optimizing overall supply chain activity.• Exceeded departmental targets of 5% YOY reduction in material cost savings from parts and tooling with 40% sourced in LCC region while at the same time reduced supply base by 10% by effectively managing suppliers. • Developed and Presented World Sourcing "N-Value LCC Strategy" to Nissan CEO at Management Congress at Vanderbilt University.• Executed the Departmental Process implementation of SAP purchasing system modules (MM & SD) to streamline supply chain and materials management processes delivered increased savings for purchase to pay metric.• PO Processing time reduced from 92 days to 30 days

Hired and guided a new “Technical” Purchasing Team of 9 purchasing engineers• Savings 15-20% per year on $200M spend for equipment and tooling• Implemented systemic approach to auditing and quoting world suppliers through SAP Ariba Auction Platform • Led the "Leading Competitive Country” (LCC) Category Strategy and Tracking Metrics.

• Negotiated savings of 15-20% per year on $100M spend for equipment and tooling• Accelerated Supplier VA/VE workshops with significant savings to end to end supply chain• Evaluated and confirmed new LCC Sources to rationalize supply base • Instrumental in developing the busines practice to use reverse online auctions through FreeMarkets

• Savings 15-20% per year on $100M spend for equipment and tooling• Transitioned Supply Base to finalize "in process" Ford Q1 Quality Supplier Awards• Recruited and positioned as one of the original Visteon Buyers for the launch of newly formed Purchasing Team at Visteon Corporation

• Developed and integrated continuous improvement strategies to drive value, captured metrics & best practices across individual Plants and Business Units that drove significant results.• Led Divisional Lean Process for Continuous Improvement through implementation of FPDS Ford Product Development System.• Classical process improvement training which has been the cornerstone for all future procurement success in continuous improvement.

• Scheduled Assembly line production & developed departmental operating plans to meet objectives through the use of IBM ERP system.• Forecasting and management of daily labor and overhead costs. monitoring, analyzing production efficiency reports

Executed Ford Q1 Supplier Process as Plant Quality Liaison, investigating field complaints and determining corrective actions as well as implementing permanent solutions for all Ford Body and Assembly Plant quality issues. Received commendation 1993 - General Manager's Quality Excellence Award.

Supervised all production areas within the several departments including the venerable “Ford Production Line” on two shifts operation including production lines, individual work units and work cells ranging from 10 to 50 UAW hourly employees. Resolved all production problems with respect to quality, cost and delivery.