Reporting to the VP Construction and Equipment. Charged with bringing a manufacturing and Lean execution approach to this $40 billion healthcare facility operator's capital projects program. Recruited to lead the senior leadership in strategy development and execution for leveraging HCA’s scale to improve costs and speed to market through. This encompasses the design and construction annual spend of $2.0B across a large capital project portfolio.

Reported to Supply Chain VP. Created short-term and long-term strategies for $190Mil in annual expenditures. Responsible for 12 direct reports and $200Mil in critical equipment spares.• Conducted current state assessment of the supply chain identifying $20Mil in value capture. • Collaborated with senior leadership teams to create a 5-year improvement plan along with a prioritized 1-year operating plan to rapidly achieve projected cost savings. Achieved senior leadership approval to execute the strategy.

Promoted to this high visibility leadership role overseeing the deployment of the business strategy for 3 business units’ 22 warehouses, and 120 personnel managing $340Mil in critical equipment spares assets. Responsible for safety, operations, technology and budget. • Collaborated with senior leadership (CFO, SVPs, VPs, Directors) to drive improvement strategies and develop cascading metrics for performance management.• Spearheaded the materials management strategy deployment safely achieving $35Mil in avoided excess spare parts costs without impact to plant or mine production reliability.• Innovated the use of RFID technology in MRO inventory improving accuracy from 85% to 98%. • Attained an average 99% fill rate for critical spares and a “dock to stock” cycle time to less than 4 hours in 5 warehouses.• Created the business case to acquire the resources needed to reduce excess inventory growth from a +12% to a -2% annual rate.• Coached multiple Kaizen event teams producing 338 ideas that resulted in $70Mil in actionable cost reduction opportunities for the Sandow production complex. Led 4 Kaizen events for the Gas Plant Fleet generating 237 cost improvement ideas.

Reported to Corporate Construction VP. Selected to apply “Lean Thinking” in the power plant construction division.• Applied “Lean Construction” to a $300Mil power plant construction project enabling an on time and budget finish.• Developed operational readiness plans for 3 new power plants totaling $2.0B in cost utilizing the Kaizen event approach.

Reported to Corporate EVP. Recruited to this electric utility to execute multiple operational excellence initiatives and build out the business operating system based on the Toyota Production System principles. • Collaborated with multiple internal and external (McKinsey Consulting) teams implementing the Luminant Production System for power plants, mines and railroad operations across 8 production sites for this $8B utility. Achieved $356Mil in incremental EBITDA.• Coached and advised senior leadership (VPs, SVPs, Directors) in the application of the Toyota Production System principles for their respective organizations. Implement cascading goals and KPI system to track performance.• Conducted multiple Kaizen events based on a deep dive diagnostic of annual opportunities. The Martin Lake mines, railroad and power plant complex optimized fuel consumption versus plant output increasing revenue by $25Mil while reducing O&M costs 14%.• The Martin Lake production complex won a Shingo Institute Silver Medal and Southwest AME Excellence in Manufacturing award.

Lean Six Sigma Transformations – Multiple Industries and Countries Reported to CEO. Entrusted with establishing production operating systems based on the Toyota Production System for clients while producing significant results. Clients included GE, Parker Hannifin, De LaRue Cash Systems. Developed strategy roadmaps, measures and Kaizen events to achieve efficiencies, lead time savings, reduced waste and costs. • Maximized the use of Kaizen events applying Lean Six Sigma tools, systems and principles producing $217Mil in cost savings, revenue growth and cost avoidance while enabling record production. • Routinely reduced manufacturing lead times between 50 to 90%, reduced O&M costs between 5 to 8% year over year, reduced excess inventories from 50%- 90%.• Implemented hourly, daily, weekly, and monthly performance metrics systems (Cost, Quality, Productivity, Delivery, Safety).