Executive specializing in the full spectrum of strategic sourcing and global procurement. Expertise is reducing costs, mitigating risks and managing vendors while driving transformation of business models into mature global operations. Overhauled Siemens' strategic sourcing team from missing cost savings goals by 80% to delivering $42M over 3 years, nearly double the cost savings target. Drove global vendor cost saving initiatives, contributing to an annual cost reduction of $68M. Approach is to partner with executive team to impact strategic sourcing at earliest stages, and cultivate relationships with operational and financial leaders across the business. Talent for mentoring and grooming a truly global team of strategic sourcing professionals to execute large-scale projects within complex, global industries. Strategic International Sourcing Global Purchasing & Procurement Supply Chain Management Logistics Management Category Management Project & Program Leadership Transformational Leadership Lean Six Sigma Strategic Partnerships Supplier Development Vendor Contract Negotiation Vendor Relationship Management
Microsoft Office (Excel, PowerPoint, Word, Outlook, and Share Point) | Microsoft Project | Lotus Notes
ERP/MRP Systems (Oracle, SAP, Lawson)
Business Intelligence Tools (Oracle, Crystal Reports, (DIARIE and Spend Data Analysis-Siemens Developed)
Contract Management Tools: (Law-Track, DocuSign and Eceton)
Specialty Packages: (Astea, Field Force)
VP January 2013 to May 2015PTC － Boston, MA
Recruited this $1.6B global software provider for Fortune 500 clients to conceptualize and build a professional global strategic sourcing organization.
Administered $2.5M annual budget.
Managed $400M+ indirect purchasing spend.
Led 7 direct reports and 28 staff total.
Captured $15M in 2015 savings amidst organization reorganization, completely transforming the business model from reactionary to a proactive global strategic sourcing organization.
Increased spend under management from 20% to 85% through stakeholder collaboration and internal education.
Slashed expenses $4M after minimizing maverick spend through decommissioning unnecessary "P" cards.
Delivered $2 million in expense reduction by directing rationalization initiative, which eliminated 17,000 vendors.
VP January 2012 to January 2013SIEMENS HEALTHCARE DIAGNOSTICS － Walpole, MA
Joined this $4B international medical device provider to control a $3M annual budget and $1.5B direct purchasing spend.
Instrumentally supported COO by rectifying major organizational and financial deficiencies.
Drove a corporate culture change to focus the organization on vendor cost savings.
Led 6 direct reports and 22 employees.
Conceptualized and implemented global vendor cost saving initiatives, contributing $68M to annual cost reduction.
Orchestrated $300M major e-bidding / negotiation project for the Chemical Commodity with $10M annual savings.
Delivered multi-year savings of $25M after successful vendor negations with C-level executives.
Also, achieved $3M savings by initiating negotiation program to address neglected B&C vendors.
Minimized risk through new contract management program inclusive of standard MSAs and SOWs for strategic vendors.
VP January 2008 to January 2012SIEMENS IT SOLUTIONS － Canton, MA
Selected by Chief Financial and Procurement Officer for newly-created executive position focused on cost management, vendor sourcing strategies, corporate contract management, and profit growth strategies.
Scope encompassed directing a 40-person Americas Strategic Sourcing Organization with $400M in annual indirect spend and $3.9M annual budget.
Re-energized strategic sourcing team to save $13M against $7.1M budget in 2009; $14M with $10M budget in 2010 and $15M with $12M target in 2011.
Eliminated non-sourcing inefficiencies, saving $72M with goal of $64M.
Also, introduced tele-commuting model, enabling firm to close 40 offices and save $15M.
Established 3rd party partner program to simplify processes and reduce risk; reduced operating expenses by $4M.
Saved $2M by forging partnership with HR on healthcare vendor selection process to diversify offerings for employees.
VP January 2004 to January 2008SIEMENS IT SOLUTIONS － Canton, MA
Advanced to this role to drive improvements in operations, reduce costs, boost client satisfaction and increase revenue.
This decentralized service organization had previously been branded as costly and inefficient.
Spearheaded North American IT Infrastructure Support Organization with more than 70 locations, 1,700 employees and $250M in annual revenues.
Drove change management, to position centralized model to generate $70M over 3 years: re-engineered IT Outsourcing Infrastructure business to combat competitive threats.
Increased revenue $300M TCV by creating methods to deliver cost-effective solutions and attract potential clients.
Captured $9M improvement for under-performing IT Infrastructure and doubled profit margins from 20% to 40%.
VP January 1999 to January 2004SIEMENS IT SOLUTIONS － Canton, MA
Designated for this title on strength of reputation as organizational change agent.
Charged was to overhaul high-volume supply chain organization.
Principal objectives centered on slashing operational costs and driving quality improvements in supply chain management, logistics, warehousing, materials refurbishment, strategic sourcing, shipping & receiving, transportation, and vendor management.
Established company record for achieving lowest logistics cost as percentage of revenue at 9%.
Slashed annual operating expenses $20M by re-engineering supply chain process to optimize logistics.
Reduced costs $4M by in-sourcing warehouse-repair facility functions and terminating 3PL relationships.
Divested 80% of company owned inventory which lessened inventory costs $32M.
VP January 1996 to January 1999ENTEX － Boston, United States, MA
Joined this $2.5B system integrator/service provider to refocus customer operations team to foster a more efficient, market-driven organization.
Directed successful CRM implementation which entailed new service system integration to support 500+ employees across 62 locations.
Established triage/diagnostic help desk which generated $2.4M in annual cost savings, eliminated field service dispatch calls, and improved first-time fix rate percentage by 30%.
MASTER OF SCIENCE
BACHELOR OF SCIENCE : TECHNICAL BUSINESS MANAGEMENTJohnson and Wales University － Providence, RITECHNICAL BUSINESS MANAGEMENT
budget, Business Intelligence, C, change management, change agent, competitive, contract management, cost reduction, CRM, Crystal Reports, client, clients, Data Analysis, directing, driving, ERP, Financial, focus, help desk, HR, inventory, Lawson, Law, logistics, Lotus Notes, market, materials, Excel, Microsoft Office, Outlook, PowerPoint, Microsoft Project, Share Point, Word, MRP, negotiation, Oracle, organizational, processes, Procurement, profit, purchasing, quality, receiving, re-engineering, SAP, shipping, Siemens, sourcing strategies, strategic, Strategic Sourcing, supply chain, supply chain management, system integration, transportation, triage, vendor management, warehousing