Global Procurement Executive
Last Updated: 25th August 2017 (over 5 years ago)
— May 1989
Director Procurement & Risk
o Working with cross functional teams, identified, and implemented $7.8 million in sustainable annual integration synergies within 60 days of close.
o Delivered $36 million in EBIT contribution between 2012 and 2016.
o Developed and implemented e-commerce solutions across all business units saving $2 million annually in rogue and unmanaged spend and streamlining procure to pay processes.
o Minimized business operating risk to by improving and developing a financially viable vendor base.
o Trusted financial partner aligning procurement strategy to support business goals.
o Developed and implemented streamlined fact-based due diligence processes, providing business unit leadership with solutions, options, and improved line of sight.
o Implemented Global Sourcing process for key raw materials utilizing Boral’s assets and global footprint.
o Cross pollinated best practices across the business units.
o Developed and implemented natural gas hedging program to minimize financial volatility
— Jan 2011
A $3.0 billion business with 14,000 employees. One of the largest, privately-owned companies in the Gulf region. A multi-national company with operations in 40 countries, operating more than 30 businesses.
Director, Purchasing-Kirby Building Systems
Constructed a world class center-led global strategic sourcing organization through systematic process improvement, mentoring and adoption of best practices. Highlighted and developed staff skill sets to optimize network results with defined performance criteria based upon KPI’s aligned with overall business unit financial goals. Fostered an environment of teamwork and transparency across a multicultural multicontinental business organization. Functioned as the primary business advisor to senior management regarding new business development; business process; sales network restructuring; engineering optimization and EBIT improvement.
o Implemented inventory control and review process resulting in $50 million reduction in working capital while improving on time customer delivery performance.
o Developed an international supply chain network of Alghanim resources to leverage opportunities from low cost producing countries.
Purchasing Manager (Director Level)
A $9.0 billion, 16,000 employee global steel company. A publicly traded flat product steel producer with operations in Australia, New Zealand, Pacific Islands, North America, and Asia.
Purchasing Manager, BlueScope Buildings NA (2008)
Purchasing Manager, Butler Manufacturing (2007)
Evaluated resources, processes, and organizational structure. Implemented a highly effective, strategic, and collaborative, market savvy supply organization utilizing best practices and fact-based decision making. Developed staff integration plan of 37 BlueScope Building’s buyers, managers, and directors with an overhead budget of $2.4mm. Executed integration strategy to optimize various Global supply organizations and resources acquired during M&A into a single, well coordinated, results oriented team, responsible for P&L results.
o Delivered $19mm to Butler Manufacturing EBIT growth in FY 2008.
o Improved gross margins via PPV 8%, from 17% to 25% during FY 2008.
o Adopted best practices during acquisition of largest competitor resulting in $8.5mm ($60mm NPV) of synergy cost savings.
o Implemented direct & indirect cost management program, which led to a record $70mm Butler Manufacturing EBIT in FY 2008.
o Developed and implemented WC management program with relevant measurable metrics, reducing inventory $20 million in FY2008
o Vertically integrated BlueScope Steel’s global manufacturing capabilities with newly acquired and existing downstream BlueScope Steel NA manufacturing assets.
o Contributed to the business case for expansion of operations in the Russian market.
o Evaluated new capital investments, joint ventures, and acquisitions.
o Key team member involved with external and internal R&D groups, pursuing new product offerings and designs.
Director Global Strategic Metals & Special Projects
— Jan 2007
A $5.2 billion, 14,000 employee Fortune 500 publicly traded corporation and leading manufacturer and marketer of building materials-Sheetrock, gypsum wallboard, joint compound, and suspended ceilings.
Director, Special Projects (2006-2007)
Director, Global Strategic Metals (2001-2006)
Materials Manager, Metals (1997-2001)
Strategically reengineered USG’s global steel processing infrastructure and purchasing footprint. Transformed the organization from a highly fragmented collection of ad hoc international relationships, into a coherent and inter-related strategic global supply chain that maximized profit by establishing one of the industry’s most efficient and cost-effective center led purchasing and global supply chain models. These efforts led to a significant increase in USG’s P&L results and growth in its global ceilings market share, during USG’s corporate restructuring.