• Strategy development: Led the strategy development and execution plan to build $50M strategic inventory for tier-2 electronics components globally to mitigate supply constraints. This is the first time tier-2 component inventory is being built at scale in Cummins • Managing ambiguity: Transformed the Purchasing Hub initiative from an ambiguous data analytics idea to a clearly defined strategy, prioritized use-cases, and phased implementation plan with approved funding that will add significant value ($10M) to the Procurement function • Cross-functional collaboration: Led the establishment of a structured process to proactively review and prioritize supply chain risks for the Supply Chain Leadership Team, by collaborating with supply chain leaders across functions. Initiated a cultural and mindset change away from reactive issue resolution to proactive risk mitigation • Executive communication: Frequently presented to senior business and supply chain leaders with recommendations to improve supply chain resiliency and address functional capability gaps

• People management: Led a team of 70 employees responsible for improving manufacturing efficiency and reducing operating costs with an annual operating budget of $25 million • Capital management: Responsible for the manufacturing strategy, execution, and capital management for new product launches valued at over $100 million • Cost reduction: Streamlined the plant indirect materials purchasing process and optimized on-hand inventory through internal and external stakeholder collaboration, resulting in annual savings of over $2.6 million • Productivity improvement: Led the introduction of innovative I4.0 technologies such as collaborative robots, machine learning vision systems, and predictive machine health analytics, resulting in a 10% throughput improvement

• People management: Led a team of 30 employees responsible for customer quality, manufacturing quality, and supplier quality for five manufacturing lines with an annual operating budget of $1.5 million • Customer relationship management: Primary face of quality to the customer. Led planning activities and managed execution of projects that resulted in reducing customer disruptions by 30% • Cost reduction: Led cross-functional initiatives to achieve record low cost of poor quality, resulting in annual savings of over $220,000

• New product introduction: Established the Quality Management System and developed quality plans for the successful launch of a new 5.0L engine • Problem-solving: Managed multiple cross-functional quality improvement projects that reduced customer defects by 75% • Six Sigma/Process Improvement: Led Six Sigma projects with combined annual savings of over $750,000

• Collaborated with the Technical, Sales, and Purchasing teams to gather VOCs for new packaging tooling RFQs.• Facilitated the supplier selection process with cross-functional teams through the use of selection matrices and in accordance with the firm’s sourcing strategy.

• Created simulation models of the logistics network to diagnose bottlenecks and increased operating capacity by 5%.

• Managed the supply chain readiness process for new product introductions in the electromechanical braking division.

Developed and implemented tests to validate performance of network processors.