Knoxville, Tennessee, United States
I help organizations turn enterprise spend into a strategic advantage by influencing the decisions that shape demand, not just negotiating supply prices. The greatest value in procurement and spend management is created upstream, where choices are framed, stakeholders align, and purchasing behavior changes at scale. My work centers on procurement, strategic sourcing, category management, and spend strategy as enterprise disciplines rather than transactional functions. I partner closely with clinical, operational, and financial leaders to translate business objectives into coherent category strategies, influence how and what organizations buy, and convert fragmented spend into managed portfolios that deliver sustained value beyond price. I have led complex initiatives in highly regulated, matrixed environments where authority is distributed and influence is essential. In these settings, progress depends on credibility, trust, analytics, and the ability to align diverse priorities into strategies that organizations will adopt and sustain. While much of my experience has been in healthcare, I have also worked across automotive manufacturing, government contracting, food and beverage, and consulting environments. The challenges I address are universal across large enterprises: fragmented spend, misaligned incentives, low compliance, and underutilized supplier relationships. I bring a modern, analytically grounded approach that emphasizes decision quality, stakeholder engagement, and measurable enterprise value.
Led enterprise strategic sourcing and category strategy for Kaiser Permanente’s medical and surgical spend portfolio, governing approximately $2.4B in annual direct spend across highly complex, clinically driven categories. Accountable for shaping sourcing priorities, category strategies, and stakeholder alignment across a nationally integrated health system. Drove an average of $58M in annual, recurring value by influencing demand, aligning clinicians and operators around standardized category strategies, and negotiating supply where it meaningfully advanced enterprise objectives. The work extended beyond sourcing events to portfolio design, utilization discipline, and sustained adoption. Built and led a team of senior category and sourcing leaders, establishing a disciplined, analytically grounded operating model that improved prioritization, execution quality, and value realization. Elevated procurement from a transactional function to a strategic partner in enterprise decision-making.
Advised Chief Supply Chain Officers and executive leadership teams on enterprise procurement, category management, and spend strategy across large healthcare systems. Provided research-driven guidance on how to align stakeholders, influence physician behavior, and reposition supply chain as a strategic lever rather than a cost center. Published and delivered thought leadership on topics including stakeholder alignment, physician engagement, organizational design, and decision governance. Known for pragmatic, sometimes provocative perspectives that challenged insular thinking and helped leaders reframe long-standing procurement constraints. Engaged with executive audiences through published research, advisory consultations, and national presentations, translating complex enterprise challenges into actionable strategic frameworks.
Led system-wide procurement and category operations across a $400M annual spend portfolio, overseeing centralized supply chain services in a multi-hospital environment. Redesigned the organization’s sourcing and category management approach, shifting from transactional execution to a more strategic, portfolio-based model that improved stakeholder alignment and delivered $16M in measurable value. Drove structural and process improvements across procure-to-pay and contracting lifecycles, freeing capacity equivalent to multiple FTEs and enabling the organization to focus resources on higher-value work.
Led global procurement and category strategy across a complex, international manufacturing environment. Guided a distributed team through organizational redesign, capability development, and the introduction of more disciplined category management practices. Restructured the function to improve service levels, strengthen stakeholder confidence, and deliver measurable cost and performance improvements. Introduced e-sourcing capabilities that generated $3.8M in savings on the first major initiative, establishing momentum for broader transformation. This role broadened my perspective beyond healthcare, reinforcing the universality of spend governance, demand shaping, and stakeholder alignment challenges across industries and across the world.