SUMMARY

Performance oriented Six Sigma Black Belt; skilled in project and supply chain management with professional experience in the Telecommunication, Energy & Foodservice Industries. A successful leader with extensive experience with building strong teams, and managing high performing project teams, with a keen focus on meeting or exceeding performance results. Exceptional analytical skills driven from a Six Sigma quality platform; successfully communicates and executes process flow down.

PROFESSIONAL EXPERIENCE

CenturyLink September 2014 - Present

The third largest telecommunications in the United States, a global leader in network services, cloud infrastructure, and hosted IT solutions for enterprise customer.

Strategic Sourcing Manager

Network Hardware & Distribution

Manage $480MM in contracted spend for Network Hardware Sourcing for outside plant materials, services and distribution.

Manage a staff of strategic sourcing analyst responsible for commodity management within network hardware materials and services categories utilizing SAP.

Managed annual sourcing plans for large RFPs and associated contract negotiations and implementation generating $24M in savings from $190M in available spend.

Collaborated with key stakeholders to identify business requirements in support of strategic sourcing initiatives and year over year savings targets.

Rationalized supply base engaging in commodity management strategies, incorporating industry best practices, stakeholder requirements and continuous improvement initiatives to influence supplier selection and category savings.

Completed business case development and analysis with customers to incorporate material requirements for comprehensive business case proposals presented to senior leadership in support of key business initiatives.

Sourcing lead for a cross-functional project teams focused on establishing material standards, reducing material codes and cleaning up the company catalog for all outside plant equipment and materials.

Entergy July 2004 – December 2013

A $10 billion energy company engaged in electric power production and retail distribution operations. Owns and operates 30,000 megawatts of electric generating capacity and the second-largest nuclear generator in the U.S.

Manager, Entergy’s Continuous Improvement Program October 2011 – December 2013

Entergy’s Utility Operations Organization

Manage program governance, and implementation of continuous improvement projects for program success & sustainability within Entergy’s Customer Experience and Safety & Training Organizations.

Successfully mentored project teams consisting of (SMEs) subject matter experts in completing projects that generated $2.7M in bottom line savings and over 45k in man-hours saved.

Deployed program objectives to foster a continuous improvement culture, improve efficiency for processes & procedures, incorporated change management, and project management strategies, all improvements centered on the voice of the customer (VOC), and voice of the process (VOP) and operational excellence for the Customer Experience Organization.

Solely responsible for mapping & streamlining processes, completed RCA’s (root cause analysis) derived from compliance and performance variances, conducted data analysis and implemented improvement solutions through the utilization of six sigma tools & methodology, and a project management structure for the Safety and Training organization.

Developed strategic plans for operational business plans & business case development for appropriate budget alignment.

Manager, Gas Distribution Operations & Support March 2009 – September 2011

Led and managed processes and personnel for Safety, Training & Compliance Program, Performance Management (including Budget) Program, and Entergy’s Continuous Improvement Program, and Gas Distribution Operations (including Stores, Meter Shop and Damage Prevention).

Developed a system-wide Safety Training program in ordinance with Entergy’s Corporate Safety, Compliance & Training and industry regulations from OPS (Office of Pipeline Safety), which deployed industry best practices and ensured only qualified employees perform job tasks.

Provided guidance to all Gas compliance requirements in conjunction with the OPS (Office of Pipeline Safety) in preparation of quarterly audits.

Directly responsible for oversight, and functional responsibilities for Performance Management & Budget, included defining key performance measures, setting targets, reporting and tracking results.

Developed and maintained program structure for Entergy’s Gas Continuous Improvement Program, from operating procedures to complete oversight of program; performance year one, exceeded performance expectations for all categories measured (points, participation, bottom line savings and man-hours re-deployed).

Managed & provided oversight of all Gas storerooms in access of $3mm in materials, tools & equipment from contract administration to materials management exceeding performance expectations year over year.

Redesigned of Gas Meter Shop, eliminated non-value add repair activities, introduced a meter refurbishment program that lowered cost of meters for customers and instituted a state of the art sampling program to ensure the accuracy of Gas meters in the field. Outsourced all Meter repair resulted in $400k savings per year, reduction of 2FTEs and enhanced program offerings – sampling, warranties, and improve financial stability of the meter program.

In-sourced Damage Prevention Group to improve program efficiency, instituted key performance measures for locators, introduced public awareness initiatives and eliminated internal process inefficiencies, improving performance results with regulating agencies PHMSA - OPS (Office of Pipeline Safety) and local enforcement agencies.

Manager Continuous Improvement & Project Management Office April 2007 – April 2009

Supply Chain Organization

Managed the deployment and implementation of Entergy’s Continuous Improvement (ECI) and the Project Management Office (PMO) including personnel (Black Belts & Project Managers), programs and project management activities supporting Fossil (Generation), T&D (Transmission & Distribution operations) and Corporate, business segments within Entergy’s Supply Chain.

Provided strategic & tactical direction of both the Project Management Office and Entergy Continuous Improvement Program delivering process improvements within Supply Chain for stakeholders and customers.

Actively managed a portfolio of projects directed at process & technology improvements, performance improvements & monitoring and compliance via a Six Sigma methodology supporting several business functions i.e. Transmission, Distribution Operations, Safety, Generation & Corporate & Supplier Diversity & Development and Support (Compliance), aligned w/both operational & financial targets for Supply Chain and Entergy Corporation.

Facilitated & coordinated project selection, ranking process, report-out schedule with Supply Chain’s Leadership Team, Continuous Improvement Council (CIC) and Supply Chain’s Executive Steering Committee (ESC).

Developed & maintained Supply Chain’s strategic plan which identifies the Supply Chain’s operational strategy, business/market challenges, keys to success and bottom-line savings projections to Entergy over the next (3) three years, the plan was inclusive of all Supply Chain business functions.

Coached, mentored & developed Black Blacks & Project Managers for certification approval in accordance with Supply Chain’s employee development plans for Black Belts and Project Managers.

Commodity Manager, Generation Materials July 2004 – March 2007

Supply Chain

Managed $190MM in spend for Indirect Material Sourcing. Deployed continuous improvement and project management tools & methodology within commodity management plans to facilitate sustainable contracts, safety and quality initiatives for Generation materials.

Led cross functional project teams in the development and implementation of process improvement projects which included scope definition, schedule development, risk identification, budget management, resource planning and change management for sourcing efficiencies supporting Fossil and Nuclear business requirements.

Led Entergy’s Supply Chain Organization restructure, forming a successful Strategic Commodity Management structure promoting a category development, supplier diversity and development and enhanced employees and customers and stakeholders’ engagement.

Successfully managed commodity management team productivity goals, delivered yearly savings of approximately

$90MM, utilized a TOC (Total Cost of Ownership) sourcing philosophy.

Negotiated enterprise wide contract agreements with Original Equipment Manufacturers for outage support services and material requirements, and managed supplier performance via quarterly business reviews and suppliers’ scorecard.

Led an extensive ECI (Entergy Continuous Improvement) initiative to increase productivity for the Fossil procurement staff; reduced supply base by 70%, developed LTAs (long term agreements) with suppliers, standardized company’s Catalog IDs with Supplier’s Catalog IDs; $1M in annual savings by instituting blanket purchases, EDI and standardization of policy and procedures.

GE Transportation

Structured Services June 2003 – July 2004

A $250 million C-Class Parts business strategically focused on driving inventory turns, cost savings and customer’s value services on slow moving aftermarket parts to other GE businesses.

Sourcing Manager COE, GEEPI Program

Managed $195MM in Sales and Procurement for C-Class Parts supporting aftermarket spare parts sales for Energy provider.

Managed a sourcing staff of (12) twelve, and exceeded quarterly targets for Sales and Operating Margin

On Time Delivery Performance of 93% via Metric reporting; supporting an ITR Operation for aftermarket parts.

Responsible for 90k SKU’s, 50k Purchase Order line transactions and overall Sourcing buy of $99MM.

Directed team on other key Sourcing Initiatives: Accounts Payable discrepancies, deflation, VMI (vendor managed inventory), inventory reduction, cycle reduction and VTW (variance to want) for customer delinquencies.

GE Energy Services December 1999 – June 2003

GE Energy Parts

GE Energy Parts is a Global Energy Services business unit of GE Energy engineering spares and replacement parts for gas and steam turbines, as well as generator installed fleets.

Customer Service Manager – West Region January 2002 – June 2003

Managed ITR Sales and Operations - West Region

Secured Parts sales of $50MM and managed 32k Sales Order line transactions, measurements captured on quarterly bases; results executed.

Led & implemented several e-business tools managed a team of (5) five Order Administrators.

Reduced customers’ delinquencies by 60% within a 6-month span, performance driven through Metrics reporting.

Interfaced with Region Sales, Engineering & Sourcing Personnel for a more customer centric approach to customer service.

Conducted (RCA’s) Root Cause Analysis resolving customer issues and executing internal process redesign within multiple departments. Initiated and organized GEEPI Global Customer Service training: coordinated "Customer Service Excellence", a technical training program for Order Administrators.

Led process redesign for vendor direct shipments - discrepancies; responsible for project design & execution; results: $80MM in sales and eliminated gaps, touch points and reduced customer delinquencies.

Black Belt June 2000 – January 2002

Directed quality activities and process improvements within the Sourcing and Engineering Departments and acted as Sourcing Functional Leader/Black Black for Parts ERP, achieved Black Belt Certification - January 2002.

Mentored Six Sigma Projects within Sourcing and Engineering Departments; resulting in completion of 46 Green Belt Projects and 10 Certified Green Belts; project focused on business initiative of reduction in Span.

Functional Lead/Certified Black Belt for ERP Project, Sourcing Module - Oracle 11i Solution

Created an Access Application to validate and merge Sourcing data into Parts-ERP Oracle Solution.

Developed Sourcing Functional Process for Vendor Direct, Drop Ship, Repair and Returns, Request for Quote and Supplier Maintenance.

Design: coordinated requirement analysis with Oracle Consultants, GEEPI Operational Leaders, Global Sourcing, CBSI, Suppliers and other ERP Functional Leaders.

Conversion: Functional Lead for Sourcing Conversion Process, to accomplish business requirement, which includes migrating active quotes and Supplier records from Global Sourcing (Oracle 11.03).

Interface: Global Sourcing Vendor Master and EDI 850 and 860 interfaces.

Testing: Test Script development, System Integration Testing and User Acceptance Testing.

Designed (SAB) - an online Supplier Address Book for GEEPI Buyers for updated Supplier information, tool attached to multiple Sourcing Applications.

Sourcing Leader May 1998 – May 2000

Led procurement activities for the Electrical Commodity for aftermarket spare parts for Energy customers.

Eliminated a sole sourced situation on Flame Detectors, worked w/Engineering in development of a CMU (Custom modification & up rate) solution, results lowered vendor cycle from 182 days to 40 days. Annualized savings $15,000.

Monitored procurement activities from level loading of transactions, rationalized supply base, metrics reporting and leveraging Spend for improve cost savings.

Systems knowledge: COPICS, COSDOM, 11.03 and 11i Sourcing Module.

EDUCATION

Bachelor of Science - Marketing 1986

Southern University, Baton Rouge, LA

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