- Responsible for Global Service and Field Operations, Manufacturing, Supply Chain, Quality, Corporate Real Estate and Environmental Health & Safety - Led Manufacture vs. outsource effort to optimize manufacturing utilization and capital spend. Saved on related product costs, improved quality, and reduced CapEx- Transformed service process and introduced digital tools for technicians resulting in reduction in global service hours/unit while improving uptime - Standardized new construction process and introduced digital app and dashboard. Resulted in significant savings to project estimates and improved quality- Reduced Cost of Quality by 45% through transformational approach- Launched new ESG program, set ambitious goals and presented in public, investor call

Formed end-to-end Operations organization in preparation for spin-off from former parent. Defined operations transformation across 6 functions. Increased material savings by 40%

- Led Procurement for $16+ billion Seating business- Responsible for Logistics across ~$22 billion corporation- Took over Seating procurement team that was missing target by 20% and quickly found path to deliver savings in the face of unprecedented commodity market increases- Performed plant workshops to improve material flow and reduce indirect labor. $15M save

- Transformed Supply Chain and Procurement for Lear's Electronics and Electrical business.- Increased savings by 55% while also implementing Design-to-Cost methodology that saved an additional $200M on new programs and helped increase new business wins by 3x on subject business- Developed Lear's first integrated Logistics organization and network. Increased logistics savings by 90% while improving freight visibility and shortening lead times

- Led strategy for Dell's supply chain including immediate efforts on footprint rationalization, enabling emerging market growth and supporting Dell's shift to solutions business - Designed and piloted supply chain transformation to enable fundamental shift in go-to-market model. Identified actions to deliver $500M savings while greatly improving lead time- Developed an overarching framework for the next horizon of supply chain based on key differentiators

- Led procurement and operations engineering for $5.5B annual spend. Delivered $400M annual savings- Reduced complexity of LCDs and batteries by over 50% while increasing product margin- Developed new LCD suppliers resulting in decreased risk and increased savings- Developed and implemented Risk Management process and tools to quantify and mitigate price and supply/demand risk of volatile commodities.

- Built the Dell Clean Sheet (cost modeling) team into a sustainable function supporting all BUs. Effort delivered over $1.5B savings (40% of Dell’s corporate cost reduction initiatives). Shifted procurement model to fact based negotiation and cost driver transparency. Effort showcased in Q4FY10 earnings call- Led procurement and executive negotiation of $3B spend in 14 component categories (e.g., ICs, PCB, power supply, mechanicals, batteries, etc).- Developed and executed strategies to optimize bargaining position with ODMs. Negotiated direct buy-sell procurement with major component suppliers. - Disrupted market through new supplier development and introduction.

- Developed strategies for a new joint venture to enter 7 international markets. Defined segments, product/ brand positioning, local partner requirements and distribution plan. Output used as structure for JV definitive agreement to create a $5 billion enterprise.- Established go-to-market strategy and customer based sales plan for an industrial client; gained pre-approval for investment on $500 million NPV product and service offering.- Evaluated rapidly changing supply market and identified future winning suppliers and client actions to accelerate and capture value from supply base restructuring. Identified $700 million opportunity and developed sourcing and divestiture plan across 5 categories.

- Verified full vehicle performance on 2005 Ford GT super car for initial customer units (summer 2004)- Led steering development for Ford's first hybrid electric SUV. Helped achieve ride and handling targets- Analyzed replacement tires for Firestone Tire Recall. Increased throughput by 10x and facilitated tire replacement program- Developed and implemented test and design metrics to facilitate 10% customer satisfaction improvement. Process became official corporate standard- On-stie launch team member for all new 1996 Taurus and 1997 F-150