United States
I build supply chain analytics functions at the intersection of data, operations, and strategy. My background spans engineering, sourcing, and technology leadership across large-scale operations, which shapes how I approach the work: technical depth, operational context, and a bias toward execution over analysis. I move organizations from reactive decision-making to integrated analytics that drive consistent, scalable outcomes. I do my best work where there is a function to build, a platform to scale, or a process to rethink. I am especially focused on how data platforms, optimization, and AI are changing what is possible in supply chain decision-making.
Building the supply chain analytics and planning systems function from the ground up at one of the fastest-growing e-commerce retailers in the automotive aftermarket. Focused on moving the organization from manual, cost-only decisions to optimization-based supply chain management across sourcing, inventory, demand planning, and fulfillment.
Led the build of a Snowflake-based enterprise data platform, modernizing infrastructure and enabling advanced analytics across a $3B+ business unit. Established a division-wide data governance framework and recruited a high performing BI and data engineering team to deliver scalable, cost-effective solutions. Architected data pipelines with Qlik Replicate, SnapLogic, and AWS, and delivered executive insights to drive real-time decision-making.
Built and led a cross-functional analytics and CI team, embedding data-driven decision-making across finance and supply chain. Engineered an enterprise data warehouse unifying multiple facilities and source systems into a single source of truth for reporting. Launched supplier performance tools to strengthen sourcing strategies, and delivered $8M in inventory savings and a 20% reduction in PO volumes through advanced master data management. Championed the deployment of SourceDay, onboarding 250+ suppliers and 90 internal users to drive procurement efficiency.
Led a multi-disciplinary team that delivered $7M in cost savings through Design for Manufacturing (DFM), should-cost models, and supplier negotiations. Served as Product Manager for a locomotive performance improvement program, coordinating 80+ team members across engineering, supply chain, and operations to drive measurable performance gains.
Drove $120M in annual spend optimization by implementing sourcing strategies, should-cost analysis, and supplier partnerships, while maintaining strict quality and performance standards.