Managing global team supporting $675 million in Global Facility Services, Real Estate, ESG and Regional Indirect spend.

Managing global team supporting $350 million in Global Facility Services, Logistics and Real Estate commodities. Supporting corporate ESG goals sourcing scope 2 renewable energy.

Managed Global Site Services, MRO, Security, Real Estate, Utilities & Corporate Service categories.

Managed category development for maintenance, boiler and environmental projects. • Led company sourcing effort for boiler maintenance and environmental control equipment. • Formally mentored colleagues in category strategy development, market analysis and cost model creation.

Managing category development for capital improvement and maintenance projects for department embarking in strategic transformation.• Generated 20.3% savings on Wholesale Power Services capital equipment, motors and services.• Led RFx Process Improvement Team developing new standard tools and processes eliminating 50%-85% non-value added process time.• Saved $1.2 million on drag chain installation project bringing the project back within budget and on schedule.• Contributing change management experience and leadership in category strategy development, supplier management and e-sourcing/contract management systems.• Contributing on negotiation team for 18-year 200MW renewable energy purchased power agreement with E.ON Climate & Renewables. • Leading first organization wide cross-functional $83 million construction/ general works contractor sourcing initiative.

Lead Systems and Process Team responsible for Spend Visibility, eSourcing, Department Process, Policy and Planning.• Organization honored with ISM Southwest Forum 2008 Excellence in Innovate Supply Management Award.• Implemented and managed $150 mil e-Sourcing program including reverse auction, e-RFx and optimization.• Deployed enterprise Spend Visibility application containing $3.5 billion with 3.1 million invoice and 847,000 PO transactions from 9 systems.• Led cross-functional team developing and implementing purchasing policy and procedure.• Developed strategies with Diversity Manager to increase MWBE spend 12% exceeding customer expectations.• Led Department Process Improvement Initiatives reengineering and developing the Strategic Sourcing and Category Strategy processes.• Led and managed Department Sourcing Roadmap process developing and monitoring $1 billion in spend projects.

Managed $69.5 million consumer packaging commodity for 24 plants for customers such as Proctor & Gamble and Kraft. Negotiated multi-million dollar contacts with suppliers and managed new product development and $6.4 million in productivity projects.Developed and executed commodity strategy with cross-functional executive steering committee. Also developed market intelligence, cost indices, should cost price models as well as Supplier Development and Quality Assurance Program for key suppliers within commodity.

Led students through material in 300 level Supply Chain Management course.

Drafted Preferred Supplier Strategy to leverage strategic relationships and centralize supply chain philosophies and identified potential $1.1 million opportunity for leveraging current contracts for the purchase of EPS resins.

Managed the container development processes for a portion of DaimlerChrysler’s 2001 minivan platform. Reengineered production scheduling and capacity for 796 parts implementing material handling solutions that resulted in a $3.3 million annual savings.Worked with team implementing the global logistics of material handling of 1286 parts from 323 suppliers for assembly plants in America, Canada, and Europe. Also, led training for ISO 9000 procedures and supervised product performance quality testing.

Controlled division wide movement and tracking of 87,000 containers through the U.S., Canada, and Mexico. Outperformed annual repair budget of $950,000 through proactive commodity monitoring and negotiations and improved the the effectiveness and quality rating of position by 24% in Customer Satisfaction Survey.