I am currently the Head of Category Management and Operations Procurement at Aimbridge Hospitality. The role entails managing and operationalizing categories of spend on behalf of hotel owners, properties and corporate functions for an amount in excess of $2 billion per year. Categories include food & beverage, operating supplies, facility services, FF&E, Information Technology (IT), and contract labor.

Led the effort to drive the transformation of the JLL Sourcing and Procurement function from a country / regional organization model to a Global functional model based upon the principles of category management.• Collaborated with senior executives to design the new S&P Function operating model• Leading the Budget Transformation Workstream, developed the new global vertical financing model• Business lead identifying strategic opportunities for categories of spend, anticipating $100 million+ in value potentialGlobal Program Management• Leading development and implementation of the Global Supplier Management program including SRM and SPM• Led sourcing component of JLL’s Source to Pay transformation• Developed business case to invest in Vendor Data Management and Vendor Portal• Vendor Insights Program manager, delivered significantly improved content for vendors• Performance Data Visualization program manager, delivered dashboards that enabled more transparency and efficiency / timeliness of reporting

Led a project to set up a Global category management Center of Excellence in Kuala Lumpur, Malaysia. Activities include developing a comprehensive strategy and resource model to support Upstream Procurement & Supply Chain Management plus coaching and competency development on Upstream Category Management for the team in KL.

Led a Team of 21 people (9 direct) supporting Alaska Operations. Accountable for third party spend of approximately $750mm related to Reliability and Maintenance, Logistics and Infrastructure, and Engineering Services for the BP Alaska Global Operations Organization (GOO).o Stabilized and built a strong team during challenging times in Alaskao Ensured ESG was a key consideration in our strategic sourcing and supplier management programso Delivered significant cost reductions of over 30% while improving SAP utilization metricso Delivered numerous transformational category strategies involving strategic alliances in critical categories: EPC, Integrity Management, Integrated Supply, Camps, Slope Fleet & Logistics

Led a Team of 19 people dispersed throughout BP’s global operations. Accountable for third party spend of approximately $1bn related to engineering, projects, modifications, and turnarounds (TARs) within the Upstream BP Global Operations Organization (GOO).Responsibilities included implementation of BP’s projects and modifications strategy across the Globe involving strategically sourcing Engineering, Procurement, and Construction (EPC) contractors, development of a TAR global category strategy, and ongoing support of TAR delivery. Related activities include selection and negotiation of contracts with favorable risk allocation, supplier selection, and ongoing supplier management to achieve highest total value for the company.

Sub-Sector Manager for Global Facilities Hardware leading a Global Team of 40 people accountable for all third party spend within the Upstream Segment of BP including new purchasing for valves, instrumentation, control systems, electrical, mechanical / process equipment, and QA surveillance and aftermarket reliability & maintenance.

Wells PSCM Operations Manager for BP Alaska Exploration in Anchorage, AK. Leading a team of 14 people accountable for ~$650mm worth of third party spend across all Drilling and Interventions categories (including rigs, tubulars, and well services). Responsibilities include Category Management in the Alaska region, focusing on supplier management, contractor oversight, supplier quality management, and supporting delivery of safe and compliant wells.Accomplishments include building a high performing team with strong focus on developing talent and stakeholder satisfaction, implementation of Category Management in Alaska Wells, execution of North America Well Services Project contracts, significant enhancement of Supplier Management with strong focus on Safety and Operational Risk mitigation, long term rig strategy and sourcing, and successful implementation of a new SAP procurement system "Backbone".

Wells PSCM Category Team Leader for BP Alaska Exploration in Anchorage, AK. Leading a team of 4 people accountable for ~$650mm worth of third party spend across all Drilling and Interventions categories (including rigs, tubulars, and well services). Responsibilities include Category Management in the Alaska region, focusing on supplier management, contractor oversight, supplier quality management, and supporting delivery of safe and compliant wells.Started the Team on a path towards implementing Category Management for the Drilling and Completions category - Market Sector Strategies, Sourcing Strategies, and Supplier Managment. Recruited 3 contract specialists that served as the core of the Team that we built up to 14 over three years. Started regaining control of the contracting and sourcing process for Wells in Alaska, moving from reactive and off-contract spend to proactive and on-contract spend.

North America Well Services NAG SPU Lead – NAG Lead for North America Well Services Project. Developed deep competency in Category Management, negotiations, contract execution. Direct reports included a specialist and Challenger.Successful developer of talent.Led the 2007 Primary Well Services strategy refresh, tender, and negotiations.Led and executed the Coiled Tubing Drilling Sector Strategy.

Consolidated NAG Logistics contracts centrally. Managed contracts and led contract negotiations.Led and executed the San Juan aggregate hauling sourcing strategy.Led development of the NAG SPU Logistics market sector strategy, included a detailed market study.

Inflation management and reporting, cost mapping, spend analytics.Focus on Market intelligence – market sector reports and land rig forecasting model.NAG SPU SPMcp Tag and HSSE Practice / SPM Implementation.Purchase to Pay Tag, participated in PSCM 360 Assessments in Vietnam and GoM.

Managed and executed small capital projects: budget management, design, and field execution.Placed high focus on personal and process safety. Managed and delivered the plant Pressure Safety Valve revalidation project.Developed deep technical competency in reliability engineering and rotating equipment. Developed and implemented Deer Park Plant Reliability Strategy.

Area maintenance technology engineer for polypropylene complex. Main duties included cost analysis and equipment reliability evaluation, daily maintenance support, improving maintenance practices, and small project management. Special projects include PM Improvement Team, Gas Phase filter reliability study, and recycle compressor reliability study.

Rotating equipment engineer supporting three chemical units. Initiated a study on seal reliability, actively pursued setting up an oil analysis program plant wide to help improve equipment reliability and decrease costs.

Managed and engineered projects up to $450m. Projects involved piping and vessel design and stress analysis as well as rotating equipment installation. Developed skills necessary to coordinate projects efficiently in a team environment.