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optimum build rates and on-time delivery for all material associated with aircraft completions of G650, G550, and
G450 models, post contract award management and ensuring strategic supplier relationships align with corporate
goals.

 Transformed traditional purchasing/planning team to commodity team structure.
 Established Quality Tracking and Reporting system using Defects Per Million.
 Reduced inventory levels by ~$30M over two years and improved Turns by 25%.
 90% reduction in shortages over 12 months.
 Established Supplier KPIs GEMBA processes using LEAN & Six Sigma.
 Implemented material presentation for inventory on shop floor.
 Implemented Plan for Every Part strategy to manage inventory levels, finished goods, min/max levels,
lead times, order quantities, re-order points, and obsolete parts; reducing excess inventory.

CESSNA AIRCRAFT COMPANY, Wichita, KS

Director, Strategic Sourcing Direct Material (2010 – 12/2011)
Responsible for direct material supply chain management. Charged with improving performance for all aircraft
material, components and systems with spend valued at ~$750M covering Propulsion, Major Aircraft Systems, Raw
Material, Electro-Mechanical Components, Standard Catalog Material, Interiors, Avionics and New Program
Development. Lead a team of professional staff to manage all aspects of global and domestic strategic and sustaining
sourcing, contract negotiations, and supplier performance improvements via, Six Sigma, supplier relationship
management, material management, cost of poor quality, supplier leveraging, LEAN, and global sourcing actions.
Responsible for all aspects of supplier data management, cost reduction, delivery, quality and reliability
improvements.
 Executed strategic cost out process that produced $29.6M of savings in one year through innovative
strategic sourcing while reducing shortages and on-hand inventory by $105M.
 Drove quality improvements that reduced defects per million from 760 to 489.
 Improved cost out project deck to a total of $65M worth of projects.
 Transformed organization to a lean supply chain to align cost and labor with production schedule.

Director, Strategic Sourcing Indirect Material (2004 – 2010)
Established Indirect Center of Excellence covering spend in the United States, Mexico, Canada, and Europe. Team
consisted of cross functional professionals covering all aspects of indirect sourcing; including Travel, Capital, Utilities,
Facilities, MRO, Professional Services, Information Technology, Tooling, and Human Resources. Leveraged technology
to centralize all spend analytics worldwide and rolled out e-procurement tool driven by UN/SPSC commodity codes to
automate and streamline purchasing. Proven success in implementing new indirect purchasing, supply chain and
negotiation programs and strategies to reduce costs, improve efficiency, quality, cost containment and service.
Demonstrated expertise in strategic operations, budgeting, capital and asset planning, as well as cost reductions,
organizational re-engineering, performance-based accountability, total cost of ownership modeling and continuous
improvement.
 Executed ~$50M of hard cost reductions over five years.
 Increased contract penetration from ~30% to over 79% on indirect commodities.
 Automated over 75% of all line items purchased and 95% of payable transactions.
 Developed companywide e-metrics to empower Business Unit leaders.
 Implemented the Indirect Supplier Tracking and Rating System (ISTARS) recognized as an industry best
practice to monitor and improve supplier performance.
 Established supplier Six Sigma and SVIP (Supplier Value Improvement Process).
Manager, Supply Chain Process (2001 – 2004)
 Responsible for all strategic and sustaining sourcing of indirect goods and services.
 Lead a team of ten professionals covering $200M of MRO and capital expenditures.
 Started the Indirect Commodity Team and strategic sourcing process.

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