Global Commercial Aircraft OEM: Led Continuous Improvement workstream at client’s modification center to support completion of early-manufacture new model aircraft in parallel to ongoing production of current version model. Developed and implemented point-of-use materials provisioning plan to support activities through JIT delivery of parts and supplies to production line. Activities supported major initiative that improved productivity by over 50% and quality by over 35%, resulting in the completion and delivery of 7 additional aircraft enabling the Client to exceed guidance delivery levels.

Global Commercial Aircraft OEM: Led the redesign and implementation of new System for Managing for the client’s Aircraft Delivery Center. Developed and enhanced reporting metrics and dashboards, developed new weekly cadences for Executive Team and developed approach for out-year capacity / capability improvement plan enhancement.

U.S. Defense Contractor: Developed and piloted a Supplier Segmentation approach for client’s Radar System program, providing supplier characterization for key suppliers, including recommended negotiation approaches, levers and tactics. Developed toolbox to support ongoing client supplier segmentation and negotiation activities including proposed contractual language appropriate to recommended approaches.

U.S. Defense Contractor: Responsible for management and development of key suppliers and critical components and sub-assemblies on proprietary defense programs.  Developed alternate sources of supply as programs moved from proof of concept through low-rate to full-scale production.  Responsible for mechanical design of key components, specification development, capability studies and design optimization. Primary point of contact with customer for product acceptance activities.

Food and Beverage

Food and Beverage: At a $2 Billion Food & Beverage organization, designed and implemented a new Procurement organizational structure, resulting in streamlined and lower cost processes. Implemented and completed transition to e-commerce system for all indirect material purchases, designed workflows and drove catalog development.

Major Food & Beverage:  At the world’s largest food manufacturer, consolidated Technical, Logistics, Material Handling and Facilities/Services Procurement across seven Customer Operating Companies (US $30 billion in revenue) in the United States and Canada to a centralized Shared Services Model. Developed common parts numbering and nomenclature approach for MRO items,  implemented multiple systems upgrades and integrations.

Procurement Advisory:  Provided procurement advisory services to the world’s largest producer of hogs and processor of pork products and a major player in turkey products. Activities focused on developing best Maintenance, Repair & Operations (MRO) Procurement practices, sourcing of major spend categories, etc. Resultant savings in excess of $10 million annually.


Pipeline Operator: Developed a transformational approach for the Planning, Budgeting and Forecasting processes within the financial organization of the operator of the world’s largest, longest, and most complex petroleum pipeline system. The client operates approximately 16,892 miles of pipe and delivers an average of more than 2.2-million barrels per day of crude oil and other liquids.

Major North American Energy Producer:

At one of the largest Nuclear Energy producers in North America, provided Spend Analytics using historical spend data to develop a new Spend Categorization approach and to determine appropriate procurement organizational approach to manage spend categories across the enterprise.

Consumer Packaged Goods

Revenue Enhancement

Developed and implemented a System for Managing at a Consumer Goods Manufacturer targeting reduction in unsaleable product. Revised batch processing approach to minimize the impact of batch size on scrap/waste while allowing for more effective measurement of in-process scrap/waste. Reduced labeling defects and increased use of automated sensors to reduce non-conformances. Implemented a targeted packaging component quality assurance plan that included limited incoming inspection and an in-process and post-production quality management program for plastic bottles produced in-house. Significant reduction of waste / unsaleables and related increased capacity resulted in recognition as “Supplier of the Year” by the client.

Operations Efficiency:  Developed and implemented phased, ERP-agnostic e-commerce platform transition across multiple operating companies. Ensured common ‘look and feel’, catalog and pricing, while providing for business-unit specific architecture and customization requirements. Integrated with existing ERP systems while providing for seamless transition to future common ERP system.


Women’s Healthcare Clinic Network: Developed, streamlined, simplified and automated processes across a private equity backed network of women’s healthcare clinics across Canada. Incumbent processes placed a significant burden on all participants including purchasers, pharmacists, nurses and accounting. New and improved processes resulted in a new “Pharma 2.0” digital experience which was rolled out with rapid uptake — resulting in significantly reduced the overall time spent by FTE from hours to minutes. Additionally, the new centralized virtual entity enabled additional spend leverage and pharmaceutical rebates.

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