Our consulting practice is focused on enabling/delivering procurement and business process strategies/results in the Utilities business sector. Recently completed a two year long project with a large west coast utility focused on unit price construction contracting practices. Implementation of the contracting methodology resulted in multi-million dollars savings for our client.

Reported to Senior Managing Director Of Procurement (CPO). Managed global team of 45+ procurement operations and systems professionals thru four direct reports. Global accountabilities included:• Procurement and Category Strategy development and rollout • Procurement Operations – Budgets, Business Metrics, Operating Reviews • Business and market intelligence in support of strategic sourcing, line of business and finance • Procurement Systems and Process– systems development and deployment for procurement (Ariba, SAP)• Supplier Diversity –Restarted supplier diversity program. Hired passionate committed Director provided management support and mentoring.In addition, from 2007 – 2010 co-designed/ developed and implemented, with the CPO, a procurement transformation program aimed at creating a world-class procurement organization for National Grid (people, processes, and tools). The program was highly successful, delivering over £300M in benefits.

Reported to the Senior Vice President Global Business Processes. Managed a team of 115 procurement and engineering professionals through eight direct reports. Accountable for managing all areas of Pitney Bowes $3 billion in annual spend. We created and gained consensus on a PBI procurement strategy aligned with corporate growth, business unit and functional initiatives, that was focused on talent/skill acquisition; stakeholder alignment/partnership, both internally and externally; business process/tools; supplier diversity; and acquisition integration. While transforming the organization we gained organizational credibility by creating and delivering against a savings entitlement of $180M in EBIT improvement. These actions allowed us to consolidate multiple fragmented organizations into one central organization. In addition, we:• Created Corporate Outsourcing Strategy and Governance Process• Created Spend category management strategy, that was key to delivering the $180M+ savings• Created Corporate Procurement Involvement Policy that helped focus category management on all purchases of the company • Created Sarbox control position for Procurement, successfully passed both internal and external audits with zero exception• Championed four six sigma projects that to date have delivered $6M in benefits

Reported to the President, Mailing Systems. Managed an organization of two thousand employees through eight direct reports. Responsibilities included, on a global basis, Manufacturing, Demand and Supply, Product Quality, Customer Satisfaction, Procurement and Strategic Sourcing, Logistics and Distribution, Software Manufacturing and Distribution and Business Diversity. Organization was accountable for the product supply chain operations to support $3 billion in Mailing Systems Revenue.We successfully:• Reduced manufacturing expense by over $100M, reduced over all mfg./supply chain staffing by over 1000.• Re-engineered the supply chain from vertically integrated internally focused operations to externally focused partnership with key business partners• Reduced inventory by $50M+• Successfully consolidated eight distribution centers to one• Created/implemented customer satisfaction survey• SAP implementation process owner for supply chain and procurement. Worked collaboratively with SVP of Business Process Improvement to deliver the $100m project on time, on budget and exceeding the business case benefits projections

Reported to the Vice President, Product Supply. Managed a team of forty through four direct reports. Accountable procurement executive for Mailing Systems, Transcape, and Pitney Bowes Software Divisions product related procurement. Responsible for $1 billion annual purchases.• Re-engineering Pitney Bowes acquisition process by creating alliance relationships with critical suppliers resulting in over $150 million in direct cost savings.

Reported to the Chief Procurement Officer and to the Vice President, Server Development. Managed a team of twenty through three direct reports. Responsible for worldwide server brand procurement strategies, sourcing, convergence with other IBM server products, building block commonality with other brands, server market intelligence, and design influence for cost, supply, and quality.

Multiple positions of increasing responsibility across procurement, supply chain, new products and corporate staff function