The document outlines the career achievements and transformational projects of an individual. It describes implementing a sourcing solution in China that established a distribution center and reduced costs by $1M annually for Pentair Group. For Thyssen-Krupp, streamlining logistics spending to $125M by incorporating various freight strategies. Negotiating an 8% reduction on a $11M Cray Super Computer proposal to $10.2M for McDonnell Douglas. Leading a BPO project that reduced annual spending by $4.5M and headcount by 100 for Cott. Currently restructuring IT outsourcing at Cott to reduce costs by $3M annually through Dell and $5M annually by optimizing

1. Career Achievements:
Pentair Group: Implemented a sourcing solution in China that required establishing a distribution
and incoming center in or around the Inland Empire to receive goods from the LA Port. Lead person in
identification, sourcing and negotiations a~100,000 sq.ft. distribution site. This site represented a
single point on the west coast to logistically distribute throughout North America with a favorable
financial impact of ~$1M annually.
Thyssen-Krupp:Annual Logistics spend of $125M was streamlined to incorporate Ocean freight, door
to door, intermodal and In-Bound/Out-Bound. Established a Global Logistics model to use “Best In
Class” Freight forwarders and collaborated with 3PL transportation companies to partner and provide
flexibility and options to successfully reduce our exposure.
McDonnell Douglas:Working for the McDonnell Douglas Aerospace Information Systems division, was
a major player in the IT Procurement Organization responsible for all capital expenditures such DEC,
IBM, and HP. Due to my ability to reduce and negotiate these costs I was given the opportunity to
negotiate the first Cray Super Computer for MDAIS. The initial proposal came in at $11M and we
settled at $10,2M, roughly an 8% reduction.
Transformational Projects:
BPO Project:Co-Sponsor with IT involved in Cott’sBusiness Process Outsourcing project to reduce
annual spend by $4.5M and reduce FTE headcount by 100. Will be rolling out a Phase II supply chain
solution with like savings and favorable impact.Additionally implementing SAP modules at the same
time.
Contract Management Tool: Collaborated with Legal, Marketing and Salesto implement a Contract
Management tool that provides Procurement with E-Sourcing solutions, RFX Auction capabilities and
contract templates.
IT Outsourcing: Currently, Cott outsources this activity to the third party IT organization. This effort
has had an unfavorable impact to Cott’s SG&A expenses, so we are in the process of restructuring this
effort to have a favorable impact to Cott bottomline. For example, we have adopted a BYOPC (buy
your own personal computer) and thin client through Dell with maintenance savings $3M annually.
All hardware and software is now under our control and realigned directly with the suppliers.
Reengineering our Data Center costs to reflect the true commodity pricing and significantly lower cost
for a hosted model. The team has reduced annual spend by $5M annually.

2. Home Shopping Network/InterActive: Working for HSN but implementing Enterprise agreements
which included IAC companies such as Expedia, Ticketmaster, Lending Tree, Hotels.com, etc., was
responsible for overseeing their IT spend, building relationships and ensuring competitive pricing.
This included both hardware and software with an IT spend in advance of $1B annually. Centralizing
the IT spend ensured significant savings and leverage in the marketplace.