Waxahachie, Texas, United States
I build supply chains that hold up under pressure chip shortages, M&A integration, regulatory headwinds, and the complexity of keeping a national broadband network moving. I'm a supply chain and operations executive with 20+ years leading end-to-end functions across telecom, data center construction, consumer electronics, and global manufacturing. Most recently VP of CPE Operations & Logistics at Frontier Communications, where I owned a $340M+ capital budget supporting $5.9B in annual revenue and was accountable for the EBITDA impact that came with it. A few things I'm proud of building: → Stood up an enterprise SIOP program that delivered $20M+ in cost avoidance in the first planning cycle and cut excess inventory by 15 days on hand. → Launched a CPFR model with Tier I/II suppliers that improved forecast accuracy 22% and reduced monthly surplus buys by $5M. → Negotiated $20M+ in OEM/distributor rebate and MDF/BDF funding to offset semiconductor and regulatory cost pressures. → Served as M&A integration lead for CPE supply chain through Frontier's acquisition by Verizon — running sourcing, logistics, and supplier management across both organizations simultaneously while continuing to lead the function. Before Frontier, I led sourcing and OEM relationships at AT&T across a $600M+ CPE portfolio, ran supply chain for Google Data Center construction through CBRE, owned a global P&L at Corning with Asia-based 4PL manufacturers, and co-built Samsung's first Direct-to-Store fulfillment model. I operate at the intersection of strategic and operations. I am comfortable building the case in the boardroom and making sure it runs on the floor. If you're building or scaling supply chain, procurement, or operations infrastructure particularly in data centers, telecom, or complex capital environments — I'd welcome the conversation.
VP-level P&L accountability for CPE supply chain at a national broadband provider — $340M+ CAPEX budget, $21M OPEX budget, full accountability for EBITDA impact across sourcing, planning, logistics, and fulfillment. Designed enterprise SIOP program delivering $20M+ in cost avoidance in the first full planning cycle; reduced excess inventory by 15 days on hand across a $5.9B revenue network. Designed and implemented a $300M supplier finance program with FP&A, converting upfront CPE capital spend to a 60-month deferred structure — accelerating revenue-before-payment timing and unlocking cash for higher-yield redeployment above the cost of the program. Launched CPFR model with Tier I/II suppliers — improved forecast accuracy 22%, cut monthly surplus purchases by $5M, and mitigated supply risk during silicon shortage cycles. Negotiated rebate and MDF/BDF frameworks securing $20M+ in OEM/distributor funding to offset regulatory and semiconductor cost pressures. Executed sourcing initiatives delivering $10M in indirect spend savings in 2024, with $5M in annualized savings locked through multi-year supplier agreements. Captured $2.5M in annualized cost savings through competitive RFQ processes and strategic supplier negotiations, reducing total procurement spend by 5%. Scaled D2C fulfillment from 40,000 to 90,000 kits/month, driving $350K in net monthly operating expense reduction while aligning capacity with consumer broadband growth. Deployed VMI program for Tier I suppliers, improving inventory utilization and reducing stockout exposure across the CPE network. Reduced requisition-to-PO cycle to under 24 hours across an offshore procurement team managing 200+ monthly requisitions. Led CPE supply chain, sourcing, logistics, and supplier management workstreams as M&A integration lead through Frontier's acquisition by Verizon — managing integration responsibilities while continuing to run full VP-level operations simultaneously.
Senior sourcing and OEM relationship lead for a $600M+ annual CPE and consumer equipment portfolio at AT&T — 150+ active contracts across a multi-vendor ecosystem spanning Tier I OEMs and upstream semiconductor suppliers. Negotiated long-term supply assurance agreements directly with Tier I OEMs and Tier I semiconductor chipset suppliers during the global shortage — coordinating buy plans across both tiers to secure continuity and avoid spot-market exposure at scale. Delivered $4.8M in sourcing savings through packaging strategy redesign ($3.4M year one + 3% annual reduction) and power supply contract renegotiation ($1.4M). Restructured capital deferment terms with key suppliers, extending standard 90-day payment windows to 180 days and materially improving working capital position. Deployed colocated VMI model at distribution center, reducing inventory carrying cost and improving inbound fulfillment speed. Led distribution center operational redesign initiative, reducing per-unit cost by 12% through process and efficiency improvements.
Embedded supply chain and procurement lead for Google's hyperscale data center construction program through CBRE — integrated across engineering, operations, finance, and audit functions to govern critical infrastructure procurement across active construction sites. Owned OFCI (Owner-Furnished, Contractor-Installed) material procurement across $100M+ in critical infrastructure — working directly with construction, engineering, product, general contractors and MEP teams to source and deliver cooling systems, power infrastructure (UPS, PDUs, busway, HV transformers), and modular MEP builds on-site and ready for installation without impacting construction schedules. Built a cross-functional governance model with embedded accountability across engineering, operations, and finance — compressing procurement approval cycles from multiple days to 48 hours and significantly reducing downstream change requests and rework. Reduced long-lead procurement cycles for site-critical infrastructure equipment from 60 to 52 weeks within the first six months — mitigating schedule risk and avoiding downstream project delays on capital-intensive construction timelines. Accelerated PO requisition cycle from 10 days to 7.7 days across active construction sites, reducing project schedule exposure and improving vendor response alignment. Deployed onsite VMI model with favorable commercial terms, improving material availability and cash flow positioning without excess carrying cost.
Capital and Operating budget owner for Corning's global channel supply chain business unit supporting re-entry into CPG with screen protectors — managing Asia-based 4PL contract manufacturers across China, Vietnam, and Malaysia with full accountability for cost, inventory, and demand performance. Partnered with C-suite to structure and deliver a joint venture with OtterBox to launch Amplify screen protectors — bringing Corning's Gorilla Glass technology to the smartphone and tablet consumer segment and marking Corning's reentry into direct consumer products. Drove successful Amplify market launch across iconic device families including iPhone and Samsung, achieving 60,000+ units shipped monthly and establishing the product line as a viable consumer channel for Gorilla Glass. Onboarded and integrated two 4PL contract manufacturers across Asia, implementing dual-sourcing, postponement, and BTO/BTF production strategies — driving 34% manufacturing cost reduction. Maintained zero supply allocation events across all demand cycles through full S&OP ownership, delivering 13-week and 18-month demand plans with C-suite alignment and buy-in. Sourced and integrated a reverse logistics and warranty 3PL into the forward distribution network, creating an end-to-end supply chain capable of supporting both forward fulfillment and customer returns within the same operational structure. Partnered with C-suite to structure and deliver a joint venture with a leading mobile accessory brand, meeting financial targets, time-to-market objectives, and inventory commitments.
Led operations, logistics, and 3PL strategy for Samsung's consumer electronics supply chain — contributing to the company's first-ever Direct-to-Store fulfillment and Factory Direct carrier delivery programs. Managed warehouse design, reverse logistics, and service parts operations in ISO 9001 and 14001 environments. ▪ Co-designed and operationalized Samsung's first Direct-to-Store fulfillment model — developing the operating framework, system architecture, and 4PL operations from concept to execution ▪ Led implementation of Samsung's first Factory Direct delivery model for top five national carriers, eliminating intermediate handling and reducing delivery cycle time ▪ Executed a multi-million dollar service warehouse relocation project on time and within budget, maintaining all reverse logistics KPIs and service parts SLA requirements throughout the transition ▪ Designed warehouse layouts with 3PL partners to drive best-in-class throughput efficiency; maintained compliance in ISO 9001 and 14001 audit environments