Spend analytics, transformational leader, cross-functional stakeholder alignment, financial reconciliation, Procurement Operations best practices, COE. KPI P&L metrics reporting, roadmap to automation, with a Continuous Improvement mindset, using LEAN. Developed strategies for SRM, metric driven scorecards, that adhere to KPI performance. Providing insight to signal where Supplier alliances can be of the best benefit.Leading a high performance diverse team of SME; Analytics & Initiatives Leaders. Setting the tone, increasing automation and removing non-value added waste "Muda. Providing best in class KPI Reporting to aid in making sound business decisions through visualization of spend analytics.

KPI - COMMUNICATIONS -Critically important role, responsible for establishing the rhythm of engagement; where operations supply plans, sourcing balances cost efficiencies, collaborate with functional partners within safe work practices, and on-time delivery meet Sourcing Analytics best practices, building world class organizations. STRATEGIC PLANNING - Utilizing Sourcing/Commodity Management, as the catalyst to develop strategic planning and risk management, in accordance with Supply Management, Operations, functional partners, Analytics and Finance, building relationships to fuel a competitive advantage and becoming a leader in the energy trilemma, balancing sustainability, reliability and affordability. Building cross-functional relationships.TRANSFORMATION - Business Intelligence coupled with Analytics and Automation, is the path forward for Direct/Indirect Sourcing/Procurement organizations as it’s par for the course in the transformation journey. TALENT MANAGEMENT - My role at GE Vernova as the Sr. Staff Manager of Sourcing Operation and Analytics poises Indirect Sourcing for transformation. Leading a globally diverse team of 11 highly skilled in Analytics, BI, Sourcing Operations, Scrum Master, Smartsheet, Tableau, and Excel subject matter experts. PROCESS IMPROVEMENT- Driving a Lean culture by defining/implementing Daily Management and Standard Work to reduce waste eliminating non-value-added work. Balance onshore/offshore resources due to openness of remote work increases competitiveness. COACHING & MENTORING - Managing Indirect commodities: MRO, Facilities Management, Utilities, Labor, Purchased Services, Travel, IT& Telecom, supporting them with YTD performance to goals, external market data, developed internal measurement tracking tools to manage Spend and Supplier Savings. LEAN - Promoting a culture of Lean thinkers, repurpose and consolidate reporting vs. creating new. Building a center of excellence mindset.

Global Sourcing Subject matter expert of engineering rich technological manufacturing or service corporation.

Nuclear, Environmental, and Energy Engineering Services Firm

Championed the deployment of a new department to manage contracts from cradle to grave, influencing senior leadership in regard to strategic supplier alliances. Delivering clear expectations both internally and externally, with improved service and communication.Personally accountable for safety of colleagues, supplemental workers, and community within a Nuclear Power Operation.Developed key performance indicators, utilizing scorecards to measure and monitor supplier performance, resulting in negotiated savings in excess of $2.5M.

Executive Director Supplier Quality & Development

Executive Trainer and ConsultantSupply Chain, Purchasing, Contract negotiation, SRM, Supplier Assessments, and Commodity ManagementLean and Six Sigma Master Black,Internal and external training in Lean manufacturing, service or health care related continuous improvement and problem solving utilizing Six Sigma. (Yellow, Green, and Black belts)

Business Strategy Development; Accountability focused, -Perform Due Diligence Reports-Balance Scorecard Approach to Operational ExcellenceFiscal Sustainability; Corporate Governance intersecting with Supply Chain for Business Performance,-Cost savings, budget reductions internal and external-Procurement transparency through contract negotiations with accountabiltyProcurement and Supply Chain Training Programs designed to your unique needs during these unprescedented times. Utilizing spend management analytics and best practice tools for immediate double digit savings results.

Lawrence Technological University, Professional Development Center – Program ManagerIncreased AR turns by 300%, developed new and grew existing accounts, AT&T, EQ, and DTE Energy by 50% in the first fifteen months. Designed courses for today’s business needs.Coached / Mentored (belted) multiple Six Sigma Yellow, Green and Black belts.Conducted kaizen, and training workshops; Six Sigma, Operations, Project Management.Guest lecturer in MBA courses, Quality and Risk Project Management.

Define sourcing strategies for complex commodities, identifying key cost drivers. Analyze and identify synergies within supply chain to reduce cost and eliminate waste, utilizing lean initiatives.

Created commodity specific strategy, identified best in class suppliers, and consolidated supply base. Initiated dual-sourcing activities for added protection and flexibility from currency fluctuations. Negotiated long term contracts and MOU with commodity strategic suppliers and instituted exit strategies for non-essential suppliers utilizing grow/fix/exit strategies, included productivity gains on all agreements.Performed in-depth analysis and identified key deficiencies in the overall sourcing process. Identified best practices, created standardized work instructions and training materials utilizing 6 Sigma methodologies Green Belt certified.Championed TRW material and energy surcharge program, reducing supplier initiated metal indices from 13 to 2.Spearheaded the re-evaluation of OEMs raw material recovery policy, updating it to reflect today's economics.

1. Developed Ferrous Commodity Strategy2. Consolidated the metal casting supply base3. Developed escalation/de-escalation recovery strategy from the big 3 OEMs

Lead global team of 5 to 40 buyers, maintained and sourced components to Tier 1 suppliers. Assessed international supply base to find lower cost alternatives to weakened North American foundry & components supply base. Consolidated American supply base to increase financial stability.Effectively managed supply chain, increased inventory turns by 20%, reduced internal inventory by 40%, analyzed scrap for debited returns within three weeks. Implemented lean priciniples, utilizing JIT and FIFO, and Kanban and Andon visual managent reducing waste and increasing efficiencies.

Relocated with GM and continued the focused savings effort, as Team Leader during the GM acquisition of Allison Transmission. Transitioned regional casting teams to a global team. Managed Aluminum Castings budget of $1.45 billion, successfully eliminated raw material price increase threats.Organized North American regional team into a 20 member multi-cultural global buying team, Planned and executed annual face-to-face team meetings, shared lessons learned, best practices, and visits to supplier candidates in China, India, and Korea. Led negotiations with new off shore suppliers.Defined a segmentation strategy targeting suppliers' core competencies and key products, which increased quotation response rates by 50% (focused relationship building). Screw Machine team was the first to utilize e-RFQ technology at GM, beta tested several models.

Recovered high profile project and executed divesture six months ahead of schedule (Delphi). Command and control, business case evaluation of $2 billion in safety critical braking components, involving multiple suppliers and 38 assembly plants with no disruption to either of 15 vehicle platforms. Created commodity specific protection of supply strategies and negotiated memorandum of understanding that limited cost creep, and executed flawless launches. Reviewed and approved business case analysis, sourcing decisions, contract language and ensured metric deliverables needed for a successful program transition. Communicated effectively internal and external milestones; start of production, status reports, executive briefs, identified potential road blocks and annualized impact to executive leadership.Advocated internally and externally for GM Supplier Diversity Program and fostered MBE/WBE B2B discussions.Participated in local Michigan Minority Business Development Council and the national chapter leadership conferences grew business relationships and mentored program participants.

Transitioned to Purchasing, with a continued focus on supplier accountability to quality. Generated $5 million in savings (27%) on an $18 million fastener spend the first year in purchasing. Instituted a focused consolidation strategy.Mentored Minority and Women Business Enterprises, increasing annual spend dollars with these suppliers, received recognition awards.

Scheduled plant assembly requirements based on customer forecast around internal material interruptions.Monitored delivery and on time performance, increased inventory turns resulting in savings.

Supervised two shifts of 15 UAW employees and one salaried supervisor, trained new recruits, hourly and salary to ISO 9000 and QS9000 specifications, performed monthly audits of adherence to safety procedures. Instituted Allison Production System lean manufacturing principles and visual management kanban and andon replenishment modeled from the Toyota Production System and Kaizen principles.