Responsible for the Global Procurement, Travel and Real Estate FunctionBrought in as a consultant to create a centralized Procurement and Real Estate function for MWH Global. MWH Global was a global engineering and design firm with 7,000 employees specializing in water infrastructure and operating as a highly decentralized organization. After completing my assignment, was asked to take on the role as VP Global Procurement and implement my recommendations. After MWH was acquired, was asked to lead the Procurement and Real Estate Function for the combined Company (22,000 employees). Managed a team of 35 procurement and real estate professionals who are managing $700M in indirect spend including a real estate portfolio of 400 offices worldwide (6M SF). Consistently recognized $8-11m in annual run rate cost savings across all categories. Developed effective working relationships at all levels in the Organization including the C-level Suite, senior operational leaders, and other functional support leaders.  Implemented global real estate service provider and real estate methodology, space standards and standard business practices for brokerage services and lease administration.  Implemented a Strategic Sourcing methodology and jointly managed 60+ competitive tenders within HW, software, wireline, wireless, Professional Services, HR, Travel and Fleet. Implemented global travel agency, corporate card program and expense reimbursement tool and T&E policy. Implemented US wide managed print services program.

Established LLC and marketed and delivered projects within strategic sourcing, supply chain management and procure to pay to various Denver based companies – including MWH Global.

Managed the global Procurement and Travel team consisting of 80 procurement and travel professionals across NA, EMEA and APAC who managed or influenced a global spend of $2.8bn across Travel, IT, Telco, Services and Facilities.  Developed overall cost savings targets of 6% across all categories and realized > $40m in hard cost savings through more than 150 sourcing and competitive bid events.  Initiated a transformation from a tactical and reactive function to a strategic and proactive function through the implementation of a strategic sourcing methodology.  Leveraged global spend and improved commercial and contractual terms. Implemented a formalized supplier relationship management program resulting in improved supplier performance and reduced risk through the adoption of supplier scorecards, quarterly business reviews and corrective actions. The implementation of the Oracle Sourcing Application leading to a standard and automated RFx process Managed operating budget > $10m and continuously identified ways to do more with less.

Developed and implemented a corporate wide supplier management program to mitigate risk and improve operational performance for critical vendors. Implemented common supplier management practices with 18 different business units. Defined critical suppliers and supplier relationship managers. Created and implemented a supplier management policy. Developed and implemented a supplier management toolkit incl. a corporate wide supplier performance scorecard.

Oversaw all aspects of procure to pay systems, processes, and policies within Procure to Pay. The role was highly cross-functional and focused on driving process improvement and policy compliance for purchasing, receiving, asset management, accounts payable and travel and expense based on best practices. Completed the following deliverables: Developed global metrics for Procure to Pay processes and defined targets with individual process owners. Defined roadmap for Procure to Pay and project managed a number of global projects based on six sigma principles. Launched the P-Card roll out EMEA and North America. Global roll out of E-Procurement (Ariba) and further deployed PeopleSoft ePro and sPro on a global scale. Procure to Pay integration lead in the merger between PeopleSoft and J.D. Edwards. Managed teams between 5 and 23 people. Established and communicated global policies and monitored/enforced compliance.

The role included sales, marketing and delivery of supply chain management and procurement projects – many of them in the capacity of project manager.  Responsible for Strategic Sourcing/e-procurement in the Scandinavian region. Managed a team of 7 management consultants. Active project member in several transformation projects deploying PwC’s strategic sourcing methodology Project manager for E-procurement implementation at Carlsberg (SAP B2B). Project member on several strategic sourcing projects and supply chain related projects. Certified in Ariba & SAP (MM & B2B).