John B. Kabisa, MBA, PMP, PMI - ACP, CTP, CICP, ICCE, CSCP

*** ***** ****** ***********, ** 27560 H: 919-***-**** C: 919-***-****

Email: ac0yaq@r.postjobfree.com www.linkedin.com/in/johnkabisaNC

Business Transformation Strategic Sourcing Procurement Finance & Supply Chain Transformation

Fluent in English, French, and Swahili Traveled in 60+ nations worldwide

EXECUTIVE PROFILE: VP, GLOBAL STRATEGIC SOURCING AND PROCUREMENT

Global finance and supply chain transformation leader with passion and track record of architecting and implementing Strategic Sourcing and Procurement transformation initiatives across industry verticals. Drive total cost of ownership(TCO)reduction, maximize return on invested capital (ROIC), sustainable EBITDA improvement and bottom line results.

Trusted financial strategist with strong track record delivering business results and supporting C-suite strategy execution.

Self-motivated, enthusiastic, energetic, innovative and passionate about leading enterprise-wide vision and strategic direction, accountable for leading the blueprint of future-state global procurement / global quote/order-to-cash value streams optimization/ capabilities automation across varied industries. Have superior reputation for leading overall procurement transformation and supply chain optimization, category transformation and supply base rationalization, developing and executing business-aligned strategies, and forging strategic relationship optimization programs to ensure delivery of strategic capabilities supporting revenue growth and sustained bottom-line results realization. Offer a unique combination of financial expertise and operational leadership across diverse industries. Recognized for my ability to streamline upstream and downstream procurement processes, develop strategic sourcing projects, procure to pay(P2P) and procurement operations transformation through simplification and digitization.

Strong transformation, innovation and growth leadership. Strong analytical skills and proven success in identifying and developing winning business cases for Source-to-Pay(S2P) capability offerings and leading enterprise-wide change that transforms the finance and supply chain management capabilities globally. Mitigates operational, financial and market risks, and optimizes working capital management. Skilled in developing and cascading best-in-class SOX-Compliant processes to global teams, contract negotiation, data analysis, financial information and data integrity, supplier evaluation, value analysis/value engineering, business acumen and internal controls ensuring organizational capability to achieve and sustain performance and EBITDA improvements. Dedicated to meeting deadlines for special projects. Proficient mentor, detailed-oriented and flexible while maintaining the bigger picture to ensure focus on value chain, timely follow-up and flawless execution of business-aligned category strategies.

Recognized as trusted advisor and inclusive leader. Solid history of framing discussions to provide strategic leadership and direction to the operational procurement process digitization - simplifying complex business issues into actionable plans, building consensus among cross-functional, cross-cultural and global stakeholders to engage in value chain strategy, productivity, process enhancement initiatives and permanent transformation

AREAS OF EXPERTISE INCLUDE:

Business Requirements Management

Strategic Sourcing and Procurement

Business Model Target Operating Model

Supply Chain Process Standardization

Supplier Relationship Management(SRM)

SAP/ ERP System Supplier Management

Organizational Change Management

Project Program Management

Working Capital Optimization Lean Strategy

Contract manufacturing Change management

Customer Relationship Management (CRM)

Business Architecture Process Transformation

Source-to-Pay Procure-to-Pay Quote-to-Cash

Oracle Financials SAP Ariba Functionalities

PROFESSIONAL EXPERIENCE

WIPRO LTD. – Morrisville, NC November 2014 – Present

Senior Manager, Value Chain Management and Business Transformation Practice Lead

Provide advice and thought leadership to the CFO/COO/CPO offices to facilitate business transformation, specifically in the areas of Operating Model and Enterprise Architecture Planning, Capability Assessment Finance Strategy Operations, Supply Planning, Budgeting & Forecasting, Business Process Management, Procure to Pay, Order to Cash, Organizational Design and Shared Services.

Lead enterprise architecture planning projects and oversee global supply chain and finance transformation engagement initiatives through strategy to implementation - delivering end to end Oracle EBS R12/SAP Ariba source-to-pay and quote-to-cash capabilities globally. Consult and partner with clients to co- develop executable roadmaps fusing insightful thinking with disciplined execution to achieve breakthrough performance. Communicate goals and objectives in clear and concise terms to engage, collaborate and help executives identify improvements opportunities to attain profitable growth, bridge the gap between vision and execution, strategically manage costs reduction and intelligently manage risk. Coach/Lead cross-functional teams of process excellence and subject-matter experts through Project Planning, Analysis, Design, Build and Configure, Integration Testing, troubleshoot system, User Acceptance Testing and Go-Live phases – all while maintaining or surpassing customer service expectations, institutionalizing a culture of continuous improvement, lean solutions, sourcing strategies and operational excellence in fast-paced and dynamic environment.

Reduced sourcing and contract cycle time by 40% by making investments in SAP/Ariba Sourcing, Contract Management, Spend Visibility and Supplier Information Performance Management.

Achieved 10% contract price reductions by uploading 3,000 contracts, into the SAP/Ariba contract repository module, to compare and create leverage opportunities across suppliers that are being used by multiple line of business partners but under separate and distinct contracts.

Achieved 7% increase in the use of diverse suppliers by implementing a supplier diversity program to promote and on-board the use of minority, woman owned, and veteran owned businesses.

Realized an 85% cycle time reduction in contract key performance indicator (KPI) submittals by configuring Ariba’s Supplier Information and Performance Management, (SIPM), module and standardizing supplier scorecards across all divisions and contracts.

Transformed traditionally region-based procurement organizational structures to unified, collaborative global organizations. Led transformation of procurement of all the group companies into a shared services model that optimized procurement synergies and realized more than 70 Million in savings. Delivered global and robust capability to ensure effective, efficient operation of the source to pay(S2P) process, with consistency and compliance with local regulations

Developed Production Cost Model and implementation Road Map, including process and Master Data governance, for a national marketing company with Shared Services operations in Singapore, uncovering cost reduction opportunities of $20M+.

Led Operational Benchmarking study in the areas of Finance, Human Resources, Information Technology and Supply Chain for a leading global corporation identifying $50M+ in improvement opportunities in North America.

Developed Financial Analysis Tool to evaluate the Service Delivery Model strategy for a Fortune 500 Chemical Specialty Products Company with scenarios ranking from $100 to $400M in NPV.

Developed Benefits Realization Governance framework and Roadmap for one of the largest Telecommunications companies in North America, with a business case NPV of $150M+.

Developed quote to cash Transformation Framework for a multibillion dollar corporation.

Contributed to the intellectual asset base of the practice by developing positioning strategies, business approaches and thought leadership.

Developed Financial Analysis model and Business Case for a Fortune 500 company to assess a $300M investment.

Achieved $28M in annual expense cost savings by using information technology and business process outsourcing off-shore development centers of excellence to manage and prioritize project demand across multiple off-shore providers

Delivered 40% reduction in inventories, 33% decrease in A/R, and 65% increase in early payment /dynamic discounts by driving seamless integration across customer and external partner organizations to create value, optimize working capital, facilitate continuous process improvement, increase efficiency and effectiveness to ultimately transform accounts payable liabilities into a strategic asset.

Created global reporting capabilities, consolidated six facilities into three, and maintained capacity levels by working with senior and mid-level management to eliminate functional silos and non-value added processes, while integrating work flow, optimizing procurement processes, and instituting standard performance metrics worldwide. Implemented an enterprise optimization model that generated $40 Million in profit enhancement opportunities using analytical and problem solving skills to deliver consistent and sustainable capability.

Cut inventory cost 45% by leading implementation of vendor managed inventory (VMI) processes.

Enabled transparent view into organizational performance, individual accountability, and root cause analysis/resolution by developing integrated process architecture, defining links to each functional area, and implementing RACI matrix, dashboards, key metrics, key performance indicators (KPI’s and high quality standards to drive SOX compliance and ensure accountability.

Reduced $320M inventory by 28%, delivering significant purchasing and freight cost savings to client, by introducing cross-functional services to control costs, enhancing logistics and distribution processes, and creating visibility throughout the value chain by implementing cost effective strategic plans.

Increased spend under management 70% by integrating spend management tools into total procurement solution comprised of spend management system, supplier performance management, and productivity tracking, warehouse management systems (WMS) and Just-in-time (JIT) implementation.

Aligned client organization’s unique elements with Oracle E-Business Suite R12/ SAP Ariba and SAP ERP Systems functionalities by creating operational structure that reengineers client processes into new business process, develops, communicates goals and objectives to implement quality and utilizes best practices for sourcing, contract management, tactical procurement, and account payables.

Optimized global procurement operations with continuous financial and productivity process improvements and performance management techniques that delivered accurate and timely data, file reports, dashboards, supply chain efficiency improvements and liquidated damage claims and expenses reductions. Instituted process to ensure accuracy for invoicing, purchase orders reconciliation and documentation, proactively negotiate agreements.

Shaped development of future procurement operating models to align with key corporate business objectives and trends by leading creation of core set-up document that captures set-up activities, business process configuration, and process owners.

ORACLE AMERICA, INC. – Morrisville, NC August 2013 – November 2014

Global Finance and Operational Risk Controller (APAC)

Retained through Oracle’s acquisition of Tekelec Global to drive post M&A integration of order-to-cash and procure-to-pay processes. Led global team of eight direct reports in the United States and three in India, Brazil, and France.

Generated $3.5M positive cash flow, reduced salary census 20% and inventories 45%, increased DPO 37% and early payments discounts 73% by spearheading design and implementation of order-to-cash, procure-to-pay, advance supply chain planning, advanced pricing, and inventory management processes.

Created cohesive $180M business out of $130M in multiple acquisitions by identifying, extracting, and integrating value and best practices from each acquired entity. Achieved all investment objectives and reduced operating expense by $4.5M annually utilizing highly analytical and strategic thinking approach.

Realized 10% cost savings by implementing performance benchmarks and management metrics across order-to-cash cycle, which included contract reassignments and business intelligence dashboards.

Brought multimillion-dollar contract to break-even point by resolving underlying issues and negotiating 12% price increase.

Led successful capture of $90M in new business at unprecedented EVA/IRR rates.

Achieved record-high 91% current A/R outstanding status, 124% improvement in cash conversion cycle efficiency, 62% decrease in DSO from 92.7 to 35 days, and decrease in rebill adjustment volume from 24% to 3% of total billing adjustment volume by implementing Oracle ERP functionalities/processes.

Boosted productivity 18%, achieved 99.7% complete and on-time shipments, increased export shipment billing accuracy from 76.2% to 99%, and reduced days’ inventory outstanding 56% by designing and implementing Oracle 11i functionalities to track inventory/production and streamline supply chain processes.

TEKELEC GLOBAL, INC. – Morrisville, NC August 2005 – July 2013

Global Order-to-Cash Operations Controller – EMEA /APAC

Managed global credit and financial risk exposure, export compliance, and operational risk for two business units and all international subsidiaries in Europe, Middle East, Africa, Asia Pacific. Structured and negotiated international contracts. Designed and oversaw implementation and institutionalization of end-to-end order-to-cash process management.

Helped Expand business from predominantly domestic market to 40% global market share in signaling technologies and 826% EBITDA improvement by formulating strategic marketing plans to advance corporate mission and champion profitable revenue growth across entire enterprise.

Transformed accounts receivable function from 32% to 97% status in just three months, while increasing new orders bookings 15% by building international risk and project risk control infrastructure to address regional business development and expansion.

Cut liquidated damages 90%, increased billing accuracy 95%, and reduced DSO 80% by authoring and implementing global regulatory requirements compliance manual and updating all international operational and credit risk policies and procedures.

Reduced cost of business development 30% while increasing business wins 35% in nine months by developing country-specific exposure policy, instituting data-driven channel partner management, and evaluating global risk assessments covering credit, financial, political, operational, and compliance risk.

Achieved 97% on-time, within budget, and to customer specification shipments through successful and comprehensive project management, operational oversight, and business process leadership.

Avoided $5M potential loss in business by advising regulatory risk mitigation initiative to protect company’s reputation and ensure business continuity.

Averted audit review and $3M revenue loss by identifying risks and devising risk mitigation and transfer mechanisms that resolved client issues by seeking to improve understanding of transportation and logistics risk exposures.

Prevented $10M potential loss in revenue and cross-border compliance issues by negotiating mufti-jurisdictional arrangement. Proactive and Knowledgeable about cross-border risk management.

Delivered 93% decrease in loss reserves while increasing business 50% in key emerging markets by introducing credit and operational risk management policies to accelerate cash conversion cycle.

STANDARD CHARTERED BANK – Dubai, UAE January 1998 – June 2005

Senior Vice President, Global Treasury and Supply Chain Finance

Promoted from Vice President in 2000 lead funding, investment, pricing, and liquidity management for $50B bank assets in Europe, Middle East, and Asia Pacific regions. Provided middle market corporations, institutional investors, and financial institutions with integrated source of capital raising, strategy, and custom supply chain finance solutions. Managed $28M annual budget. Recruited, mentored, and led team of eight direct reports.

Established and grew Working Capital Management and Supply Chain Finance Advisory Practice to generate $50M in first-year net earnings, representing 45% growth rate with 36% net operating income.

Realized 58% market penetration rate and 43% net income increase in second year by cultivating and leveraging relationships with export-focused commercial banks, export credit agencies, and bilateral/multilateral development banks to maximize, support and secure key underwriting positions.

Boosted net earnings 12.5% on $400M investment portfolio, representing $50M in additional net interest earnings, by managing execution of investment strategy.

Propelled trade/project finance origination fees 60% by developing and implementing sales finance training programs focused on competitive/consultative selling techniques, alliances and follow-through.

Negotiated terms of $1.5B private placement to monetize diversified portfolio of trade receivables.

Preserved off-balance sheet accounting treatment and successfully mitigated credit risk after ratings were downgraded by structuring $650M securitization facility, improved the safety and health of receivables.

EDUCATION, CERTIFICATION & AFFILIATIONS

SOUTHERN CALIFORNIA UNIVERSITY – Master of Business Administration (MBA), Financial Management

SOUTHERN CALIFORNIA UNIVERSITY – Bachelor of Business Administration (BBA)

Certified Supply Chain Professional (CSCP) Project Management Professional (PMP) PMI-Agile Certified Practitioner (PMI-ACP) International Certified Credit Professional (ICCE) Certified Treasury Professional (CTP)

TOGAF 9 Certified (The Open Group Architecture Framework) Result Oriented Service Excellence Economics

The Associations for Operations Management (APICS) Association for Financial Professionals (AFP)

Association of Executives in Finance, Credit and International Business (FCIB) Project Management Institute (PMI)

The Open Group Associations of Enterprise Architects (AEA) APTTUS Quote-to-Cash Certified Strategist

Microsoft Office Suite Visio Archpirate 2.0 BPMN 2.0

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