Primary responsibility is to develop sourcing strategies to achieve variable cost productivity, cash flow, and controllership goals for the Material Ship Direct & Balance of Plant Accessory Systems for Gas Turbine, Steam Turbine and Generator. This also includes leading & supporting global supplier selection, qualification, development, and overall supplier management efforts. In addition, this role works across Sourcing teams to evaluate and manage pivot-to-value (P2V) initiatives and coordinates with engineering teams on key program schedules, cost optimization, resource allocation analysis and variable cost productivity efforts.

Led and/or supported continuous improvement (CI) and root cause analyses (RCA) programs for the global onshore wind turbine fleet. Primary efforts focused on blades, lighting protection systems, yaw systems, WT hardware and control systems. Also lead return to service (RTS) efforts following catastrophic failures at multiple sites.

Lead the global GE Power sourcing team for Skids & Engineered Components- including New Product Introductions (NPI). Primary responsibility is to manage all commercial and strategic programs for Steam Turbine, Generator, Gas Turbine, ST Power and Nuclear - Fluids accessory products. These products include lube oil systems, gas conditioning packages, liquid fuel skids, heat transfer products, fire protection arrangements, in addition to a variety engineered components; such as valves, pumps and other specialized power plant equipment. In this role, I manage a global team that support’s a ~$325M spend. Equipment is purchased from a global supply chain of ~250 main suppliers with hundreds of sub-tier suppliers. Primary responsibilities include:• Drive Sourcing priorities and initiatives including deflation, product cost out, cycle reduction, and cash flow improvement while maintaining world-class quality and delivery • Develop global and comprehensive supplier contractual and strategic relationships• Integrate commodity strategies into the engineering and manufacturing objectives as well as support GE business market strategies • Manage supplier service notice/warranty claims, supplier cost recovery and provide global site support during installation and commissioning• Manage all legal, liquidated damage and related to supplier driven quality or fulfillment issues

Lead the Global Material Ship Direct (MSD) Sourcing team for Fluids Systems, including New Product Introductions (NPI). Primary responsibility is to manage all commercial, strategic, and quality programs for Steam Turbine, Generator and Gas Turbine- Fluids accessory products. These products include lube oil systems, gas conditioning packages, liquid fuel skids, heat transfer products, fire protection arrangements, accessory kits, piping, in addition to a variety of engineered components; such as valves, pumps and other specialized power plant equipment. In this role, I manage a global team of 25 people that support’s a ~$350M spend. Equipment is purchased from a global supply chain of ~85 main suppliers with hundreds of sub-tier suppliers. Primary responsibilities include:• Drive Sourcing priorities and initiatives including deflation, product cost out, cycle reduction, and cash flow improvement while maintaining world-class quality and delivery • Develop global and comprehensive supplier contractual and strategic relationships• Integrate commodity strategies into the engineering and manufacturing objectives as well as support GE business market strategies • Manage supplier qualifications, surveillance, service notice/warranty claims and root cause corrective actions and provide global site support during installation and commissioning

Managed Global Material Ship Direct (MSD) and Balance of Plant (BOP) Sourcing Quality team for Steam Turbine, Generator and Gas Turbine Accessories, including Balance of Plant (BOP) equipment. Major products include: lube oil systems, gas conditioning & liquid fuel skids, fire protections systems, inlet and exhaust systems, industrial blowers & heat transfer products, mechanical enclosures and heat recovery steam generators (HRSG’s). The portfolio also included a variety engineered component such gas control valves, purge valves and stop ratio valves, lube oil pumps and various filtration equipment. In this role, I managed a global team of 20 people that supported a ~800M purchase. Equipment was purchased from a global supply chain of ~200 main suppliers with hundreds of sub-tier suppliers. My group’s primary role was to lead and support supplier qualifications, surveillance, continuous improvement, service notice/warranty claim management and root cause corrective actions. In this position, I also implemented a global sourcing customer site support team. The group was comprised of personnel in North America, Asia, the Middle East and Europe. The primary objective was to provide technical support during key erection, installation and commissioning phases of power plant construction. Main tasks include:• Lead and direct Supplier Quality Engineer (SQE) activities, focusing on supplier qualification, non-conformance mgmt., surveillance and various quality initiatives • Manage SQE resources which provide technical guidance to a global supplier base to assure product and process compliance with engineering drawings and specifications, including technical regulations & standards. • Drive continuous improvement of suppliers’ quality, cycle and delivery performance • Monitor supplier non-conformance activities and drive root-cause analyses, corrective actions and promote improvements to reduce the number of defects and total cost of quality

Managed US MSD buyer team for all ST, Gen. and GT Accy. products. Primary responsibility was managing pricing and fulfillment execution of ~10K PO's, worth ~$1B from ~400 suppliers. Team consists of 14 GE employees and 11 contract employees. Primary achievements: Staffing- Screened 100+ candidates and hired 8 employees in first 6 mos. Also reallocated dozens of parts to optimize procurement among the group which has had a significant impact on overall performance. Fulfillment- Main objective was to improve supplier on-time delivery; this was achieved primarily by improving GE procurement processes coupled with driving multiple facets of rigorous supplier surveillance. Results are as follows: Improved on-time Purchase Order placement from 81% in 2007 to 92% YTD in 2009. Last 5 months have been over 95% on time. Improved On Time RTS to Project Required date from 82% in 2007 to 92% YTD in 2009. The last 6 months have been 95% on time or better. Improved on-time RTS to MRP Required date from 49% in 2007 to 86% YTD in 2009. Supplier Recovery- Met Vendor Recovery target for combined US MSD BOP. Current estimate is $4.0 MM versus $3.75 target. Implemented process to more rigorously pursue Vendor Recovery for fulfillment misses by suppliers. Led key recover effort for $80K with piping supplier for multiple site issues and $150K recovery effort for FG Cond. Equipment on EU projects.

Primary objective was to develop, implement and lead the overall global supplier strategy for sourcing products and services for Engineered Fluids Systems across multiple GE business’s. Deflation, product cost out, supplier simplification & consolidation, cycle reduction, quality and cash flow improvements were the primary goals. Main equipment scope was Steam Turbine, Generator and Gas Turbine Accessories, including Balance of Plant (BOP) equipment. Major products include: lube oil systems, gas conditioning packages & liquid fuel skids, fire protections systems and various heat transfer products. Main business’s supported were GE Power, Oil & Gas, Water and Aero with selected support an interaction with GE Aviation, Transportation Reciprocating Engines (Jenbacher) group. Global supply base consisted of roughly 40 suppliers, supporting 100+ products and a $300M annual buy. In this role I was also the Acting COE Leader, for the entire Eng. Systems Group from June-Aug. 2007. This included electrical systems, piping and engineered components, ~1B buy. Primary responsibilities include:• Analyze strategic opportunities of cross business spend aggregation and develop global and comprehensive supplier contractual and strategic relationships • Develop negotiation strategies and lead negotiations to achieve stated goals and objectives • Coordinate the cross functional strategic supplier reviews and analyze supplier performance (i.e. quality, delivery…) • Coordinate and lead with key stakeholder’s supplier recovery efforts

Leadership, Customer Concentricity, Projects*Initiated and led Supplier Site TA Program in CAS Sourcing, supported 70+ customer sites with over 200 site visits. Contributed to a 56% decrease in SN cost and 31% SN count at the sites supported v. not supported= exceeded $1.2MM in cost avoidance. *Led SN reassignment effort for CAS-BOP Sourcing team which led to the movement or elimination of $1.5MM in SN’s. Also helped establish several fundamental process guidelines now routinely followed by organization.*Managed Global Sourcing COQ Metric for CAS-BOP Monthly Sourcing Quality review. Helped achieve YTD 36% reduction in COQ, down $7.9M from 2003, YTD 35% reduction in defect count, down 1033 from 2003. Part of Quality Team Responsible for $550M Global Buy, assisted with MSD/BOP SQ Team in recovering $8.9M in vendor recovery.*Led CAS-BOP Sourcing Process Capability effort. Collecting CTQ data on most significant COF drivers. Identified a total of 142 CTQ’s, all of which are being measured- 55 CTQ’s are currently in the eSPC tool. *6 Sigma- Mentored 12 GB’s, 6 projects closed, total savings to GE $1.5MM. Project Leader for 4 COQ projects. *Helped initiate and drive Early Notification and Part Return Programs across Global Sourcing. Also helped establish several fundamental process guidelines now routinely followed by organization. Digitization*Initiated SQE scorecards, initiated weekly Service Notice report- captures external defect data for Global Sourcing, led to quicker customer response time, more thorough RCA and helped to drive supplier recovery. *Initiated and Led effort to standardize COQ metric for 12 Global Sourcing businesses in addition to setting goals for quality improvement efforts. Also involved with supplier quarterly review initiative: creating review template, driving metrics and quality improvement projects.

Position Objective:Implement/drive Six Sigma quality strategy through strong integration with STG Manufacturing, America’s Pole Leader, Master Black Belt for the America’s pole, and STG Sourcing Quality Leader Lead cross-functional teams for implementing COF Quality initiatives (ie. Reduction of scrap, rework, lost shits… etc.)Mentor the MSD Sourcing Quality Engineers and Supplier quality personnel in identifying, developing and driving six sigma strategies across the MSD supply base to reduce COF.Assist the America’s Pole MBB and Quality Champions in identifying and leveraging initiatives across GEPSSupport STG Mfg. as internal customer to drive down COF Specific ResponsibilitiesComplete 12+ projects a year with significant impact to COF Mentor 19 SQE’s in completing 3 Six Sigma projects per year: Including project selection, Tool usage, Controls and Closure*Ensure 100% six sigma certification of SQE’s within one year of being assigned*Facilitate major quality initiatives for STG Sourcing Quality Organization: ie: ST Casting, Generator Endshields, ST Bearings, Standardization of Root Cause Corrective Action process, SN Process Improvement Plan, etc. *Facilitate major initiatives for NA Polar Sourcing Organization: ie: GEPS COQ Metric… *Manage Internal & External COQ for STG Sourcing Quality Team and Schenectady Sourcing Site Team *Primary Sourcing Quality Lead at weekly meetings with Sourcing Site Leaders and STG Mfg. Leaders *100% compliance with Integrity the Spirit and the Letter, and GE values

Facilitate the hourly workforce by setting clear expectations on achievements of production goals in a quality, safe, and cost efficient manner. Actively lead and participate with the hourly workforce in all safety initiatives, audits, and corrective actions. Implementation of management initiatives and quality (6 Sigma)/cost-out programs. Meet production cycles and increase throughput by labor productivity. Insure diligent adherence to all production processes to maintain products of the highest quality. Insure effective shift-to-shift transition and job prioritization. Manage and track tool crib withdrawals to ensure prudent use of tooling monies. Completed four Six Sigma projects in 1999.

Provided ITO Project Leadership for several Domestic & International Refurbished STG Equipment projects -$10MM Orders, $5MM Sales; Provided hands on support (pricing, technical analyses, cycle and performance) to customers, customer service teams and Acct. managers; Commercial, Technical and analytical support for sales and acquisition growth; Implementation and development of tollgate processes, and acquisition tools- Six Sigma Project; Ongoing Business development/market research. Marketing Initiative: Publish Refurbished STG Equipment Case-study in GE Turbine State-of-the-Art Technology Seminar

Positively Impacted cost, cycle time, and quality: With a cross-functional team, analyzed, evaluated and corrected NC Lathe tooling work books; Lead a team of programmers, manufacturing engineers and hourly workers to devise a more effective new tool process; Completed two Six Sigma Green Belt projects, with the help of a cross-functional team, resulting in a 80% reduction in tool outages and a 90% reduction in NC Lathe tool book inaccuracies; Derived from Six Sigma project, developed and implemented effective tooling inventory and audit system for Valve COE KANBAN's; Managed a project comprised of machine operators, manufacturing support, plant support and outside experts an effort to remedy a damaged or defective TOS NC Centrifical Grinder; Managed several cause codes for manufacturing losses and analyzed root causes in order to reduce manufacturing losses; Participated on team to improve the performance of the Stellite Welding area Participated in Valve COE Health & Safety Team. Also support Lean activities in Lynn, MA in Aircraft Engine final assembly plant.

Project Manager for several remedial, air and health and safety projects, duties include: assure regulatory compliance with RCRA, CWA, CAA, ECRA and TSCA; draft project proposals to regulatory agencies; Sourcing duties: draft RFP's and project specifications; coordinate and supervise meetings with contractors and vendors; analyze bids including cost comparison analyses; lead environmental training sessions; conduct presentations; construct and manage information systems; summarize technical analytical data; devise and implement environmental Best Management Practices; editor of EHS newsletter; OSHA 40 Hour HAZWOPPER Certification, in addition to various other training initiatives.