Vice President and Head of Global Procurement – Xerox Corporation January 2019 - Aug 2019 Responsible for leading the Global Procurement organization of a $10 billion equipment manufacturer managing approximately $5.0 billion in spend under management. Responsible for Strategic Sourcing, Contract Management, Vendor Spend analytics, Category Management, Supplier Risk mitigation, Pay-term improvement, and Supplier Sustainability and Diversity. Key accomplishments include;• Led a corporate wide Cost Reduction initiative in Procurement with a 2019 savings target of $350M. On track to realize savings by year-end (identified $306M in savings thru August) thru the following activities;o Initiated RFP and renegotiated 3rd Party Vended Print contracts resulting in the elimination of 159 suppliers (164 suppliers down to 5) while reducing unit cost per job by 2-5% and increase quality.o Reduced Contract Worker spend by $26M thru rate reduction and cost controls. Looked to expand MSP provider to encompass EMEA region for 2020o Expanded ePayables participation from ~36M (2018) to ~$110M (annualized 2019) increasing rebate by $2.1Mo Reduced supply base by 20% (~4200 suppliers) by consolidating spend and expanding P-Card program o To better leverage Xerox internal Procurement resources, identified low risk and low volume commodities/categories and transferred 60 FTE to the corporate 3rd Party Outsource providero Created internal platform and business case to implement Ariba Procure to Pay (P2P) globally. Projected go-live date is planned for end of Q1 2020• Managed a global team of 120 FTE located in Webster NY, Uxbridge UK, Japan, Malaysia, Korea, and Hong Kong/China

Leading the Global Supply Chain and Procurement organizations of a $4.1 billion software manufacturer managing approximately $2.0 billion in addressable spend. Responsibilities include creating and implementing Supply Chain and Procurement strategies that meet or exceed business requirements and corporate objectives. Key accomplishments include;• Realized 12.4% savings in addressable spend thru vendor rationalization and spend analytics• Increased Catalog and Credit Card spend 20% thru catalog and SKU rationalization and spend analytics• Reduction of 75% in Shopping Cart Cycle Time and of 85% in PO Cycle Time.• Successfully implemented leading edge technologies to drive operational improvement, and risk mitigation;o Ariba Upstream (Sourcing, Contracts, Supplier Information and Performance Management, Spend Visibility) and Downstream (PO Automation, Invoice Pro, Procurement Content, and Spot Buy)o Seal Software Contract Analytics & Discovery (Machine Learning) providing contract search, abstract, and analytics (Analyze This Now) capabilitieso Concur Expense Management and Online Booking o CVent (Event Management) – Implemented global initiatives within the Travel organization that have increased corporate booking compliance (Duty of Care) while realizing less than average year over year rate increases from Travel partners.• Implemented mobile technologies to enable user flexibility and convenience• Improved reporting capabilities by partnering with our TMC to provide enhanced analytics– Created and successfully implemented global Supply Chain strategies that reduced costs by $50 million thru inventory reduction (92%), lead-time reduction (75%), and COGS reduction (95%) while improving customer satisfaction and revenue recognition.– Member of the Merger & Acquisition (M&A) team integrating over 17 acquisitions into the Supply Chain and Procurement processes. Participated in the divestiture of 4 product lines.– Manage a global staff of 92 FTE.

– Designed and implemented Supply Chain improvement agenda for a $1 billion manufacturer/distributor of electronic scientific equipment. Areas of focus included an assessment of spare parts and field service operations and the impact on customer service and product availability. Assessment included a review of Inventory Management, Demand Planning & Forecasting, Customer Service, Order Fulfillment, and Customer Differentiation Policies. Identified $19 M in potential inventory reduction opportunities and $4.4 M in yearly cost reduction.– Designed and implemented Supply Chain improvement for a $2 billion distributor of medical equipment. Areas of focus included Scheduling, Incoming transportation, Distribution, and Sourcing. Responsibilities included the identification and implementation of cost savings within the Purchasing and Transportation organization. Estimated savings is between $ 800 – $1,200K.

– Designed, and implemented plans to reengineer the Supply Chain of a $2 billion Health Care Provider. Leading a cross-functional team of 22 people, developed plans to redesign warehousing, distribution, freight management, product standardization and utilization, performance management, and financial tracking processes. Results from these improvements are expected to bring $210 million in savings over 5 years.– Led a cross-functional team in the design and development of a strategic supply chain vision for a $1 billion dollar Consumer Goods manufacturer. My team and I developed a vision that would facilitate a customer focused, integrated and cost effective supply chain process across multiple divisions and product lines. This vision would also enable the company to be innovative within its operation while integrating leading practice improvements.