Responsibilities include developing, deploying, and managing the procurement strategies for the plant services, capital projects, engineering, contingent labor turnaround, rentals, and leases required to support company operations. • Managed the Operations, Maintenance, TAR and Capital project teams on the following areas: strategic sourcing, contract lifecycle management and supplier relationship management ($100 million a year spend).• Led asset sales and asset acquisition deals on behalf of the company.• Leveraging spend and market analysis to drive RFP vs spend consolidation /supplier rationalization• Developed the Supplier Relationship Management and Category Management strategy policies across the enterprise.

Responsibilities include managing the sourcing process and consolidation process of enterprise-wide initiatives and developing stage gate materials and category management workbooks. Areas of focus were the generators and the UPS battery program global sourcing implementation.Managed a team of 6 people during these engagements

Responsibilities include leading, managing, and delivering Source to Pay consulting engagements across multiple industry verticals. • Led a project on SRM process design and technology selection process.• Developed internal collaterals on the SRM approach, specific category management, and target operating model framework.• Managed 4 procurement consultants in this venture

Complete responsibility for handling the end-to-end strategic sourcing operations and leading a team of sourcing specialists executing the sourcing activities. Executed the appraisal and improvement of the sourcing activities by analyzing the company’s spending, supply partnerships, and new possibilities.• Generating and implementing efficient sourcing and category management strategies.• Finalized business process design of the source-to-contract process.• Analyzing and calculating costs of procurement and recommending methods to decrease expenditure.• Developing and deploying implementation and change management plans related to sourced categories.• Successfully generated an average of 14% savings across a $700 million spend profile.• Managed six strategic sourcing analysts working on multiple projects

• Procurement policy development at an enterprise level for a midstream company and the communication strategy/plan.• Managed the definition, design and implementation of a global common process model for the Procure to pay processes which was rolled out across the business units.

Managed sourcing, negotiation, strategy implementation, and overall contract management for general production equipment and artificial lift systems.• Managed end to end sourcing to contract process for specialty equipment achieving a common vendor across shale production unit while producing $5 million in annual savings.• Developed sourcing plan and strategy for shale well pad facility standardization, tender development, negotiation, award and approval which achieved over $10M in annual savings.• Led a project team on Category management improvement initiatives which resulted in a 30% reduction in implementation lifecycle and cost.• Initiated Inventory Optimization project with dashboard pilot that will potentially achieve $5 million savings.

Single point of accountability for the process, policy, governance and data activities for Supply Chain in the petroleum business unit of BHP Billiton:• Implemented improvements to business processes through the use of technology, performance metrics and best practices across the production units globally resulting in a best-in-class supply organization.• Drove program of change and education across the Petroleum business resulting in a common and coordinated approach to supply process that ensured business continuity and streamlined training process.• Collaborated with multiple business areas (HR, Finance, Operations) on system improvements that successfully achieved full integration on system and process deployment.• Coordinated activities related to governance, compliance and benchmarking as it related to technology which resulted in the incorporation of best practices throughout the organization.• Enhanced controls and procedures to meet corporate requirements to comply with the company policies which resulted in significant reduction in audit findings earning best-in-class denomination.

Leader in the Procurement Advisory practice at KPMG, responsible for selling and delivering innovative solutions that are tailored for clients’ needs in the Energy industry.• Led project on source to contract process assessment on a NOC based in the Middle East involving maturity assessment, benchmarking, process redesign and future state roadmap which resulted in a 40% reduction in the source to contract process.• Led a project on an initial assessment of the entire plan to pay business lifecycle with annual spend of $1.2 B and total spend of $2 Billion which led to two concurrent projects:o Managed a cloud based P2P system project which was implemented on time and budget and had a projected financial impact of $10 million. o Managed an assessment project producing a 3 year roadmap strategy that will minimize redundancies and significantly increase efficiency of accounts payable and supply chain functions.

SCM Functional Lead (Unconventional Oil &Gas Company), 2010-2011Functional Lead responsible for the design, development and deployment of process and technology to support P2P, inventory management, contracts and remote logistics process globallySCM Lead (Mining Company), 2009-2010Functional Lead managing the design, development and deployment of process and technology to support planning and optimization, P2P, inventory management, contract management, and remote logistics process globallyGlobal Deployment Manager (International Upstream Servicing Company), 2009-2009Deployment manager leading a team to deploy the supply, maintenance, planning and finance solutions across different business units globallySCM Lead (Healthcare Company), 2008-2008Supply Chain Lead managing overall assessment, business case, business communications and design of the Supply Chain Activities RTPW Lead (Chemical and Manufacturing Company), 2007-2008Requisition to Pay and Warehousing (RTPW) Lead managing definition, design and deployment of a global common process model for the procure to pay and inventory processesProcess Manager (International Oil Company), 2006-2007Managed the definition, design and implementation of a global common process model for the Procure to pay processes which was rolled out across the upstream, midstream and downstream business unitsPMO Lead (National Oil Company), 2006-2006Led the initial planning phase of a multiyear implementation of SAP in a National Oil Company which has a user base of 2000+SCM Manager (International Oil Company), 2002-2005Process lead initially accountable for the implementation of SCM activities in the program and subsequently led the benefits realization program for the SCM team. The SCM scope included the Contracts, Procurement and Logistics process areas SCM Analyst (International Oil Company), 2000-2002Analyst initially executing the data migration of SCM data objects and transitioned to the process team

Process documentation resource responsible for creating process flows for the current as-is and to-be processes. Coordinated research activities into ebusiness architecture for the startup retail companies

A facilities engineer managing the construction aspect of special projects.• Managed the entire source to contract lifecycle process for swamp dredging, platform upgrades, land preparation and tank repairs contracts executed within budget and AFE.• Supervised the construction projects which were executed within the timeframe and 5% under budget.• Integrated with the legal and HSE teams on the projects which achieved a zero LTI for the projects.

Intern working on the preventive and corrective maintenance in the bottling plant. Worked in the bottling assembly machine repair, installation and operation project with successful deployment of the machine with 100% uptime in 6 months plus.