FRANK E. CARGLE, II

**** *. ***** ***** **. Unit 1E Chicago, IL 60649

773-***-**** acrz3n@r.postjobfree.com

www.linkedin.com/in/frankcargle

SUMMARY

Senior Executive with over 20 years of experience in procurement leadership and development at Fortune 100 automotive, and airline corporations and a top 10 global law firm. A take charge, dedicated leader who is passionate about building new or turning around underachieving and challenging environments, with a management style that mentors inspires and challenges - whose strategic direction drives, cross functional collaboration, improved customer service, supplier performance and innovation, delivering exceptional bottom line savings and operational performance.

PROFESSIONAL EXPERIENCE

HBR Consulting LLC, Chicago, IL 2014 to 2015

A leader in consulting to the legal sector helping law firms and corporate in-house legal departments plan, implement, measure, and improve business operations, information governance, and technology. Director of Group Purchasing Organizations

Responsible for developing and building a Group Purchasing Organization for Law firms resulting in savings of 25% to 45% for its members by aggregating the spend of the membership to leverage significant discounts and contract terms the members could not achieve on their own. In less than 12 months:

• Led brand development including name: “Collectivity GPO”, logo, and website development.

• Increased revenue 20%, in less than one year

• Increased membership 35%, in less than one year

• Increased indirect spend category of industry leading supplier partners from two to five offerings, adding print management solutions, payroll/HR services, and document destruction to office supplies and teleconferencing, with six more agreements (document storage; wireless; travel; procurement card; technology VAR and telecommunications, WAN/LAN, and data center services) in negotiations. SIDLEY AUSTIN LLP, Chicago, IL 2003 to 2014

Top Ten global law firm headquartered in Chicago with over 1,700 lawyers in 19 offices in the US, Europe and Asia.

Director of Procurement

Led the first centralized firm-wide corporate procurement function and grew it from a staff of three to ten purchasing professionals including a contracts manager, and purchasing manager in London for the EU offices. Commodities include IT hardware, software, telecom and consulting, library research subscriptions, travel (air and ground transportation, hotel and travel agency discount arrangements, and contracts), facilities maintenance, furniture, record storage, marketing, office supplies, HR, and litigation support.

• Implemented enterprise wide PeopleSoft e-Procurement system.

• Increased spend under management from $13 million to over $70 million.

• Directed a buying team that annually processes 10,000 PO transactions, renewed 334 contracts and 50 new contracts. Achieved savings and cost avoidances of 7 - 10% of spend each year including strategic sourcing, initiatives on IT maintenance agreements, office supplies, library & research subscriptions, and telecom,

• Saved $1.75 million on $15 million purchase of case goods and systems furniture for the new 550,000 sq. ft. Chicago corporate headquarters, through leading a competitive RFP process that included mock-ups, negotiations and value engineering improvement, delivered on time and 20% below budget. Leveraged this FRANK E. CARGLE, II Page 2

purchase to develop firm standards and secure 5 year contracts with industry best in market discounts for Sidley offices globally.

• Drove furniture manufacturers to develop innovative solutions to compensate for sloping floors with a custom base trim on systems furniture and carriage bolt covers for case goods.

• Saved $409,069 per year in record storage costs by leading and sponsoring a firm-wide strategic sourcing study, consolidating 531,000 cartons of records from 5 suppliers in 8 locations to 1 supplier.

• Negotiated discounts of 65% to 70% for IT storage gear exceeding Gartner’s estimates by eliminating the VAR deal registration process and running a true competitive bid leveraging the anticipated annual spend for the entire budget year.

UNITED AIRLINES, Chicago, IL 1996 to 2002

Director of Purchasing (2001 – 2002)

• Developed purchasing policies, procedures and implemented Oracle system for Avolar, a $250 million start- up executive jet fractional sales and chartering subsidiary of United Airlines.

• Directed procurement activities; established initial contact with suppliers for uniforms, office products, and IT related products.

Director, Product Development/Marketing (1998 – 2001) Managed a staff of 29 professionals with an operating budget of $29 million focused on all aspects of the customer facing on-board experience.

• Re-engineered product development business and planning process; reduced time to market by 25%.

• Products brought to market included “United First Class Suite” and “Economy Plus”.

• Implemented industry award winning entertainment and duty free programs. Manager, Value Analysis and Strategic Sourcing (1996 – 1998)

• Developed, staffed, and managed a new department within the finance/purchasing divisions.

• Implemented $30 million in annualized cost reductions in the first year, utilizing strategic sourcing and value analysis techniques.

• Originated and directed the Star Alliance International Purchasing Consortium, made up of 14 international airlines. Reduced the cost of onboard products by 17%. CARGLE & CARGLE, INC., Chicago, IL 1995 to 1996

Independent consulting practice specializing in corporate profit enhancement services and troubled supplier support.

Principal

• Turned around troubled suppliers for United Airlines, eliminating enormous cost increase and schedule delays on business class seats, first class suites, table top products, and food service items.

• Conducted value engineering workshops for Textron Automotive on Ford Motor Company instrument panels, reducing cost 20% and weight 10%.

• Created and chaired “The Family Business of the Year” award and Business Development programs for Franklin Bank N.A., which increased new business accounts by 15%. INDUSTRIAL LAUNDRY, INC., Detroit, MI 1994 to 1995 Uniform sales and rental company supplying the automotive industry. President and Chief Operating Officer

FRANK E. CARGLE, II Page 3

• Successfully turned around and sold a 68 employee $3.5 million uniform sales, rental, and cleaning company serving the automotive industry.

• Converted losses to profits in first 90 days.

• Increased sales by 43% from $3.5 million to over $5 million with Ford, GM and American Axle within 18 months.

• Computerized accounting and purchasing, and implemented an innovative barcode based inventory / ordering / billing system.

• Improved cash collections and vendor credit position.

• Created a 5-year business plan, obtained commitment for bank financing, and successfully negotiated price increases with Ford Motor Company and General Motors Corp.

• Successfully negated an employee unionization campaign. MULTI-FINANCIAL SERVICES, INC., Southfield, MI 1990 to 1994 Boutique turnaround management, mergers and acquisition, consulting firm. Partner & Consultant

• Developed and served a client base of small to medium sized businesses in various industries.

• Performed turnaround management, refinancing, quality circles, management team development, mergers & acquisitions, value management workshops, business plans, marketing plans, sales representation and seminar development.

• Developed and presented seminars entitled: “Financing Alternatives for Minority Business Owners”,

“Strategic Planning”, “Getting the Most out of Your Financial Statements”, “The Turnaround of Detroit and Its Businesses”.

PREVIOUS RELEVANT EXPERIENCE

GENERAL MOTORS CORPORATION, Warren, MI 1976 - 1990 Senior Purchasing Administrator/ Senior Buyer/ Purchasing Administrator/ Value Engineer / Industrial Engineer

• Developed, implemented and managed “The Supplier Value Management and Suggestion Program”, a workshop series for suppliers resulting in cost savings in excess of $25 million.

• Contracted $120 million in steel stampings and bright metal trim for multiple car lines.

• Successfully avoided millions of dollars in price increases by developing and implementing the “Supplier Cost Analysis Activity”, a method for analyzing and verifying suppliers’ requests for price increase and recommending ways to offset the increase using industrial engineering methods and burden analysis. EDUCATION

University of Detroit, Detroit, MI, Studies toward MBA in Finance General Motors Institute of Technology, Flint, MI, Completion of Courses in Industrial Engineering, Cost Estimating, Manufacturing Processes, Workplace Ergonomics, and Time Study Techniques Wayne State University, Bachelor of Arts Degree, Economics Michigan State University, Studies toward BA in Economics PROFESSIONAL DEVELOPMENT

Alex Karrass Effective Negotiating I & II

American Management Association Management Essentials FRANK E. CARGLE, II Page 4

Dale Carnegie Effective Communications & Human Relations/Skills for Success PROFESSIONAL AFFILIATIONS

Institute of Supply Management - Chicago, President, Board of Directors, Member 2003 – Present COMMUNITY

Chicago Bar Association Chorus – Founding Member and Chair of Ad Campaign Chicago Community Chorus – Member and Past President St. Scholastica Academy – Past Board of Directors

Plymouth Education Center – Past President, Board of Directors Brazeal Dennard Chorale – Past Executive Director, Board of Directors

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