 Executive responsible for all sourcing, contracting and procurement for over $7B of spend, primarily focused on enterprise-wide IT and Technology as well as Consulting, Professional Services and Contingent Labor. Engaged leaders across a decentralized and federated operational model to develop enterprise governance of Consulting, Professional Services and Contingent Labor to meet business strategies and goals Establishing a Tech Council to manage technology spend, align core technologies and support business goals Establishing integrated Vendor Risk and Vendor Management capabilities across a matrixed organization

 Top procurement executive reporting to the CRO/COO and responsible for procurement and sourcing teams, purchasing operations, corporate travel and corporate card Developed and implemented a Technology Council at this original Fin-Tech company to manage spend, review technology suppliers and align sourcing with business and technology goals Developed procurement savings initiatives to achieved stretch cost savings and capability goals Established a technology spend management program to drive rationalization, savings, risk and compliance with integration to budgeting, FP&A, AP, Risk and Audit Leading an enterprise-wide technology outsourcing initiative with on-, near-, and off-shore capabilities

 Recruited by global management consulting firm to help establish San Francisco office and manage sourcing, procurement and supply chain programs. Helped grow the practice by over 300%. Earned the “Outstanding Client Service Award” at Annual Company Meeting Led procurement transformation programs including large, enterprise-wide indirect procure-to-pay and sourcing transformation programs. Focused on broad IT sourcing, negotiations and contracting. Led cross-functional M&A integration programs across all major functions. Wrote IT M&A integration playbook.

OVERVIEW:Recruited to rejoin Ernst & Young as the Procurement Competency Leader in the Pacific Northwest. Developed new sourcing and procurement solutions adopted nationwide. Designated as E&Y Fellow and strategic business advisor. KEY CONTRIBUTIONS & ACHIEVEMENTS:★ Developed EY’s Rapid Sourcing solution program to help jump-start category & sourcing management, vendor management, contract management, and risk/compliance programs to deliver immediate savings.★ Engaged as Director of Procurement for $3B global device company, reporting to the CFO. Built spend management program. Focused on cost reduction, vendor/contract management, process improvement and risk/compliance management. Created corporate procurement policy.★ Built a performance dashboard and organizational framework to for one of the largest HMOs in the U.S. Also developed a risk and compliance assessment model for a global pharmaceutical distributor.

OVERVIEW:Consulted with leading Bay Area companies to develop and lead complex, cross-functional initiatives.KEY CONTRIBUTIONS & ACHIEVEMENTS:★ Directed series of programs and initiatives at a global hi-tech company that included a Business Architecture Program/Transformation Roadmap, Integrated Service Delivery, and Business Architecture Change Management Framework. Provided an initiative prioritization process to gain full buy-in from all stakeholders.★ Led cost reduction program and built segmentation model for complex vendor network to align with dynamic business strategies. Established supplier cost and quality management programs to identify 22% in savings.★ Created sourcing strategies for $400M+ in spend and standardization for $800M+ in services spend across 8 separate business units and program office. Integrated needs, identified opportunities, and aligned processes to secure excellent stakeholder support, achieving up to 25% in savings. Negotiated major contracts.★ Implemented pilot and testing for Ariba’s Sourcing, Analysis & Category Management modules. Subsequently rolled out Ariba to manage a series of major sourcing events.★ Demonstrated savings of up to 15% on multimillion-dollar materials spend for a major oil company by developing an initiative-based savings approach to align with changing business needs.

OVERVIEW:Selected as sole North American consultant and representative for the firm’s global post-merger integration and transformation program. Led multiple teams concurrently, with up to 20 direct and 80 indirect reports. KEY CONTRIBUTIONS & ACHIEVEMENTS:★ Led major Program Management Office during global HP and Agilent Technologies divestiture. Oversaw operational transition, functional and regional program teams, milestones, change management, communications plan, and executive coaching strategies. Conducted business modeling, process mapping, and requirements analysis to build post-split transformation models for Agilent & reinvention models for HP.★ Set-up divestiture program management during Novell/Volera divestiture. Led 8 teams in R&D, Purchasing, Marketing, Network Operations & Customer Support, Facilities, Legal, HR, and Shareholder Services. Managed functional requirements and built key relationships with management to establish vision and achieve transition goals.★ Led post-merger integration at consulting company (Cap Gemini / Ernst & Young) and transformation of global operations organization, processes and systems. Developed organizational structure, roles and responsibilities, reporting and working relationships, training programs, job descriptions, staffing plans and technical integration for 9 separate CGEY regions.★ Drove operational program that achieved 75% reduction in out-of-stocks and 85% decrease in returns to deliver kitting quality and accuracy goals for Applied Materials. Resolved significant material receiving and storage issues. Worked with all levels on successful change management.★ Led new product development implementation at Seagate Technologies, working with R&D and manufacturing sites in North America and Asia to create collaborative configurator model.★ Directed long-term cross-functional programs at strategic CGEY clients, including managing up to 8 teams to achieve successful program results.

OVERVIEW:Oversaw all procurement and sourcing activities for major business unit and common commodities across 3 additional business units (BUs). Led operations across BUs and 41 sites as Executive Leadership team member.KEY CONTRIBUTIONS & ACHIEVEMENTS:★ Collaborated with Business Unit Director to turn around unprofitable unit (Packaged Grocery Business). Defined requirements, created strategies, built cost-saving programs, and restored profitability.★ Developed Vendor Certifications programs, including partnering with Quality on rollout of the “Safeway SELECT” Vendor program to reduce costs and increase quality and service levels in a GMP environment.★ Reduced costs 18% on over $300M in established spend. Developed strategy that served as the catalyst for the successful turnaround of a major operational business unit during management transition. ★ Played key role in developing program to build-out and launch new manufacturing facility; led all aspects of capital equipment and vendor technology transfer, supplier integration, inventory management, GMPs, warehousing, and vendor qualification for new facility.

OVERVIEW:Promoted through increasingly responsible purchasing management positions in P&G’s largest division. Led sourcing for 20 major product lines with 100s of SKUs, including Tide, Cascade, Dawn, Mr. Clean, and Downy. Directed printing, packaging, and forming/molding technology purchases.KEY CONTRIBUTIONS & ACHIEVEMENTS:★ Created a collaborative category management program across all 5 P&G divisions to leverage economies-of-scale, commodity knowledge, supplier relationships and design collaboration. Drove savings of up to 40%.★ Reduced lead-times 45% and costs 25% through effective sourcing strategies for contract and spot purchases. Increased project speed 50% as the division leader in developing a new cross-functional design system.★ Reduced quality issues by up to 80% by forming vendor quality and reliability teams and establishing vendor scorecards and a certification program for critical materials. Reduced out-of-stocks by 70% while reducing average inventories by 25% by implementing strategies to address raw material availability and eliminate constraints.★ Created material improvements such as continuous cost reduction, quality improvement, and service enhancement programs focused on TCO, supply and demand management, and certification.