Sam Winn, Pmp Email and Phone Number

Part of the GE Gas Power DT Separation Management Office (SMO), driving the critical activities which will culminate in the creation of GE Vernova and the separation from GE Corporate and GE Aerospace. Three primary areas of focus pre- and post-Separation: (1) managing the Gas Power IT backlog of work required to enable and ultimately exit the various Transition Service Agreements (TSAs) (2) managing financial construct for GE Gas Power DT and implications from separation and (3) supporting Organizational Change Management efforts to the GE Gas Power end user community.

• I led a team of 22 Order Management Specialists at FieldCore, responsible for managing all incoming orders for our $1.9B field services business. In 2022 our team processed 48K+ new and change management orders, allowing timely deployment and accurate & compliant billing of 7500+ field resources to GE Gas, Steam and Renewables turbine sites in 100+ countries.• I also served on the project team for the Service Manager Workbench, an SFDC-based productivity tool for the FieldCore SMs to manage their ongoing and future orders (customer demand, resources, tooling, sourcing, etc.), enabling them to spend less time focused on our systems and more time focused on fulfillment for their customers. I have an active role in design, testing, training, PMO/release management, communications, etc., for this critical application.• I actively participated in the Lean transformation at FieldCore, supporting multiple Kaizen events, tracking/driving bowler metrics, developing and driving Leader Standard Work for my team.

• Drove PowerMax (SAP ECC6) ERP deployments to the final 2 global regions of FieldCore (Europe and Latin America), enabling the completion of the FieldCore company formation, and transition of 3300+ employees and $575MM volume.• Led a team responsible for defining optimal processes for core field service fulfillment and translating that into requirements for the enabling ERP system. Partnered closely with cross functional FieldCore team members and business representatives including headquarters and regional service teams as well as the extended ERP program team to implement and deploy these process and system changes.

• Led the PMO for the team that successfully drove completion of the PMx base ERP design changes following the Alstom merger, bringing together different process methods from two multi-billion-dollar service businesses. • Drove the ERP deployments to the Field Services Fulfillment business unit (FieldCore) in North America & Middle East/Africa regions. This initiative added 4000+ users and $830MM revenue to the platform, enabling the initial standup of the FieldCore business in those regions, which provided a $40 million benefit to GE. • Owned all PMO deliverables including project planning/ management, risk management, milestone delivery, testing, data conversions, weekly reporting to executive stakeholders. • Oversaw the testing team that successfully drove completion of 10,000+ test scripts across 10 System Integration Test cycles. Drove streamlined & automated testing to achieve 70% cycle time improvement.

• Led the PMO for a cross-functional ERP team, driving completion of greenfield design, testing, and initial deployment of an Oracle R12 ERP system (aka Accord ERP), overseeing all PMO deliverables (project/risk management, financials, testing, executive stakeholder reporting) for the GE Power Services business.• Drove the team through initial deployment and enhancement releases of the ERP system to the $500 million US region of the power plant upgrade business. • Guided the team through two major strategy pivots to (1) combine ERP programs across the entire $14 billion Power & Water business, driving common process designs across 4 major P&Ls and (2) ramp down the program to support the Alstom acquisition and shift to PMx (SAP) platform.

• Started and led a cross-functional ERP team through the greenfield design and deployment of Oracle 11i Field Services ERP system (aka Charlie ERP), including project planning and management, risk management, staffing, financial controls, data conversions, testing, organizational change management, and full SOX controls across all critical processes. • Drove the team to standardize business processes including resource management, scheduling, forecasting, budgeting, supply chain, project cost control, and margin review across five global regions. • Drove a global cross-functional team to successfully design and deploy the Charlie ERP and associated systems & processes to operate the highly complex $2B Field Services business in 74 countries, providing statutory compliance and reducing manual reconciliations, adjustments, and touch points to simplify interactions across product lines. • Drove the design and development of a front-end portal to simplify the order entry and project management user interface for 200+ service managers, reducing duplicate data entry by 30%. • Managed project financials, tracking $72MM total spend over 8-year project lifespan within 2% of annual budget, including C&B, contracted services, T&L, and intercompany assessments.

ADDITIONAL RELEVANT EXPERIENCE• Managed Charlotte Branch of GE Automation Services, a business that provided end-to-end process control solutions to the water/wastewater industry for the eastern US. Owned P&L results, operations management, business strategy, sales support, and staffing. • Implemented project management controls and rigor to turn around a branch targeted for closure, growing revenues from $7MM to $16.5MM while improving net margins (OM) from a 10% loss to a 6% profit in a highly competitive industrial environment.