Track Record

Hard dollars, delivered.

Reconciled to the ledger.

Five engagements across Fortune 50 scale, PE-backed turnarounds, Chapter 11 restructurings, and post-acquisition integrations. The same discipline in every seat: validated savings, documented governance, and a function ready for the permanent hire.

COGS Reduction · Dell

SG&A Synergies · Mood Media

Project Delivered · Core Scientific

OPEX Reduction · Iron Mountain

$400M+

Supply chain savings delivered

$750M+

Spend under management

30%+

DPO improvement during Ch. 11

40%

YoY supplier performance lift

MOOD MEDIA

VISA

CORE SCIENTIFIC

DELL TECHNOLOGIES

IRON MOUNTAIN

Case Study · Digital Media Marketing Technology · PE-Backed · Global

Mood Media

Vice President, Global Sourcing & Procurement · March 2020 — March 2022

A PE-backed global operator entering Chapter 11 needed procurement turned into a turnaround weapon.

Stage

Private-equity-owned, mid-market global operator. Hardware, software, and managed services across North America, Europe, and Asia.

Pressure

Structured Chapter 11 in progress. Balance sheet under stress. Cross-region operations misaligned. Post-acquisition synergies undelivered.

Mandate

Build a real global sourcing function. Find SG&A cost. Improve working capital. Make procurement a competitive advantage, not a cost center.

The work

01 Post-Acquisition Synergy Delivery

Built the synergy target model, owned cross-functional execution, drove vendor consolidation across the acquired entities.

02 Chapter 11 Payment-Term Restructure

Led partnered supplier negotiations to redress payment terms as part of the structured Ch. 11 settlement preserving relationships, not breaking them.

03 S&OP / Demand Planning / NPI Optimization

Rebuilt the SIOP cadence with the Global Product team. Tightened Asian OEM and Asian/European contract manufacturing relationships to hit the demand plan.

04 Supplier Performance Governance

Installed QBRs with real OKRs/KPIs. Linked supplier performance to future new-product-introduction awards. Held vendors accountable.

05 Function & Team Transformation

Created cross-regional skunkworks teams. Reset training, supplier-relationship discipline, and ERP/P2P process across NetSuite.

Results

$20 M+

SG&A Synergy Savings Delivered

30%+

DPO Improvement via Negotiated Terms

40%

YoY Supplier Performance Lift

Global

Operations Realigned

Balance sheet improvement contributing to the structured Chapter 11 emergence.

Procurement reset from cost center to leveraged strategic function... improved communications, operations alignment, and performance across all three regions.

Function operating with documented governance and clean ERP data, ready to be handed to a permanent leader.

Case Study · Global Payments & FinTech · Fortune 500 · Public

Visa

Senior Director, Global Technology Sourcing · September 2023 — January 2026

A Fortune-500 payments enterprise needed strategic sourcing leadership at the intersection of AI buying, post-acquisition integration, and global S2P platform discipline.

Stage

Global payments leader running on-premise and cloud infrastructure at enterprise scale. SaaS, Cloud, GenAI, and Agentic AI decisions touching CTO, CIO, and the Technology Leadership Team.

Pressure

AI vendor pricing volatility at historic highs. South American payments acquisition (Pismo) requiring full sourcing integration. S2P data taxonomy fragmented across regions.

Mandate

Own the Global Technology Sourcing category (SaaS/Cloud/AI), lead the Pismo M&A integration on the procurement side, and harden Source-to-Pay across Coupa, SAP Ariba, and Oracle.

The work

Senior Director, Global Technology Sourcing · September 2023 — January 2026

01 Global SaaS / Cloud / AI Category Leadership

Led the Global Technology Sourcing team supporting Corporate Applications indirect categories. Owned RFx and vendor negotiations with CTO, CIO, and TLT stakeholders worldwide.

02 GenAI & Agentic AI Vendor Strategy

Built and managed strategic on-prem and cloud vendor relationships during the most volatile pricing window in enterprise AI software history.

03 Pismo Post-Acquisition Integration

Led sourcing & procurement M&A integration of the acquired South American entity. Unified vendor master, contract inventory, and S2P process flows.

04 Source-to-Pay (S2P) Platform Optimization

Key sourcing leader on the S2P dashboard, process optimization, and data flow remapping. Operated on Coupa, SAP Ariba, and Oracle ERP.

05 Spend Taxonomy & CIO Asset Management

Drove vendor spend data mapping and taxonomy for the Sourcing Data Science team. Stood up CIO enterprise asset management tracking dashboards.

Results

Fortune 500

Global Enterprise Scale

Pismo

M&A Integration Delivered

AI / Cloud

Category Operationalized

S2P

Platform Hardened

Balance sheet improvement contributing to the structured Chapter 11 emergence.

Pismo (South American payments) sourcing and procurement integration completed — vendor master, contracts, and S2P flows unified post-close.

AI/Cloud category strategy established and operationalized during a market window where vendor pricing moved monthly.

Executive partnership maintained with CTO, CIO, and the broader Technology Leadership Team across regional and functional boundaries.

Case Study · HPC & Crypto Datacenter Infrastructure · Public · SPAC

Core Scientific

Vice President, Global Supply Chain · March 2022 — September 2023

A SPAC-listed HPC operator needed supply chain modernization through public-company readiness, a $40M+ international project, and Chapter 11.

Stage

Public-traded crypto mining and HPC datacenter operator. Global supply chain spanning servers, GPUs/TPUs, networking, storage, and immersion cooling.

Pressure

Fresh SPAC conversion. SOX and public-company compliance gaps. Bitcoin price collapse driving Chapter 11. Major Middle East customer project mid-flight.

Mandate

Build the global supply chain function. Deliver the Middle East immersion cooling project. Harden NetSuite ERP and P2P for SOX. Lead procurement-side restructuring through emergence.

The work

Five work streams during the most consequential 18 months in the company's history.

01 $40M+ Middle East Immersion Cooling Project

Owned a multi-country sourcing and fulfillment project for Compute Immersion Cooling Technology. Cross-border logistics, vendor management, customer delivery coordination.

02 SPAC & Public-Company Procurement Readiness

Pre-bankruptcy: hired to prepare the company for growth and public-company audit compliance. Stood up the procurement governance the SPAC conversion required.

03 Chapter 11 Procurement Leadership

Post-filing: led vendor stabilization, debt-restructuring support, and procurement-side emergence planning to satisfy new investors and debt holders.

04 SOX Controls Deployment

Established and deployed SOX financial controls on the procurement and supply chain side post-emergence (a non-negotiable for the company's new capital structure.)

05 NetSuite ERP & Procure-to-Pay Rebuild

Owned the financial system rebuild including ERP and P2P process development, deployment, and SOX-compliant control enhancement end-to-end.

Results

$40M+

Middle East Project Delivered

20%+

Under Budget, On Time

SOX

Category Operationalized

Ch. 11

Emergence Supported

Middle East immersion cooling project delivered to client satisfaction, 20%+ under budget, on time — through a Bitcoin collapse and a Chapter 11 filing.

Supply chain function rebuilt to meet public-company audit and SOX financial control requirements post-emergence.

Debt restructuring and procurement-side emergence plans developed and executed to satisfy new investors and debt holders.

NetSuite ERP and Procure-to-Pay operationalized end-to-end — clean data, controlled processes, and audit-ready discipline installed.

Case Study · Global Technology · Fortune 50 · Hardware & Services

Dell Technologies

Global Services NPI Sourcing Strategist & Supply Chain Operations · 2007 — 2013

A Fortune-50 technology company needed a cross-functional global team to attack Services COGS at unprecedented scale.

Stage

Fortune 50 global technology company. Hardware, services, and global repair operations spanning every major region with corresponding regional parts and logistics complexity.

Pressure

Services COGS rising. New-product-introduction (NPI) cycles accelerating. Global parts and logistics complexity growing. Enterprise margin under quarterly board scrutiny.

Mandate

Lead a global cross-functional team — Executives, Legal, Worldwide Procurement, Finance, Services Quality, Global Repair Engineering, Regional Parts & Logistics to deliver multi-year, material COGS reduction.

The work

Six years of category strategy, NPI sourcing, and operations optimization.

01 Global NPI Sourcing Strategy

Owned new-product-introduction sourcing strategy for Global Services. Built the front-end vendor and component decisions that determined Services COGS for years to come.

02 Cross-Functional Executive Leadership

Led teams spanning Executives, Legal, Worldwide Procurement, Finance, Services Quality, Global Repair Engineering, and Regional Parts & Logistics across every Dell geography.

03 Regional Parts & Logistics Optimization

Drove operational efficiency programs across the regional parts and logistics network supporting Dell's global repair operations and customer service commitments.

04 Services Category Strategy

Owned services-side category strategy aligning vendor consolidation, supplier performance, and contract structure to enterprise margin targets.

05 Multi-Year Structured COGS Reduction Program

Designed and executed a multi-year structured reduction program tied directly to Dell's enterprise profitability and margin targets sustained over three years.

Results

$423M

COGS Reduction Over 3 Years

Fortune 50

Enterprise-Scale Execution

Global

Cross-Functional Team Led

Multi-Year

Structured Margin Program

$423M reduction to Cost of Goods Sold over a 3-year period delivered through structured cross-functional category and operations work, not one-time events.

Sustained enterprise profitability impact compounding across Dell Services' global operations and balance sheet.

NPI sourcing discipline embedded into the front-end product development cycle (the work that determines Services COGS for the life of every product.)

Demonstrated capability to lead Fortune-50 scale, multi-region, multi-function execution with executive, legal, finance, and engineering counterparts.

Case Study · Information Management & Logistics · North America · Multi-Market

Iron Mountain

Senior Consultant, Supply Chain Engineering · 2006 — 2007

A North American operations organization needed transportation margin lift and hard-dollar OPEX reduction across 18 metro markets at once, not in pilot.

Stage

Transportation Line of Business margin compressed. Operating expense trending the wrong way. Process variation market-to-market with no shared operating model to close the gap.

Pressure

Transportation Line of Business margin compressed. Operating expense trending the wrong way. Process variation market-to-market with no shared operating model to close the gap.

Mandate

Lead Supply Chain Engineering, Transportation, and Operations Process Improvement engagements. Drive Transportation LOB margin accretion. Deliver hard-dollar OPEX reduction at scale.

The work

Engineering, transportation, and operations redesign executed across 18 markets.

01 Supply Chain Engineering Consulting

Owned new-product-introduction sourcing strategy for Global Services. Built the front-end vendor and component decisions that determined Services COGS for years to come.

02 Transportation LOB Margin Accretion

Targeted the Transportation Line of Business as the highest-leverage margin lever. Rebuilt routing, asset utilization, and operating discipline to lift the line's contribution to overall North American financial performance.

03 18-Market Multi-Site Execution

Executed across 18 North American metro markets simultaneously not a pilot, not a single-site case. The scope was the work: standardizing operating practice without flattening market-specific reality.

04 Companywide Efficiency Program

Drove cross-functional efficiency programs alongside the engineering engagements making the transportation and operations work additive to enterprise financial performance, not parallel to it.

05 Hard-Dollar OPEX Reduction

Quantified, tracked, and delivered Operating Expense reduction tied to validated process and operational change. Numbers that survived finance's pen not theoretical savings opportunities.

Results

$12.6M

OPEX Reduction Over 2 Years

Fortune 50

Metro Markets, North America

2 Years

Sustained Execution

LOB Margin

Transportation Accretion Delivered

$12.6M in Operating Expense reduction delivered across 18 North American metro markets over a 2-year period (scaled program execution, not pilot results.)

Transportation Line of Business margin accretion contributing directly to overall North American financial performance not isolated cost cutting.

Engineering and operations discipline installed inside the operating organization efficiency gains continuing past the engagement, the test of real consulting work.

Start the conversation

A no-cost 15-minute qualification call. I will tell you whether the engagement is right for your stage, and which tier fits the situation: the Procurement Reality Check, the 90-Day Reset, or the Full Function Build.