GLG CONNECTS DECISION MAKERS WITH INDUSTRY EXPERTS SO THEY CAN MAKE BUSINESS DECISIONS WITH CONFIDENCE.
IT PROCUREMENT & IT CATEGORY MANAGEMENT EXPERT
 GLG Network Member: Bringing 20+ years of experience in the IT industry to help clients solve some of their toughest business challenges around IT Procurement and IT Category Management.

NYC-BASED GLOBAL PROFESSIONAL SERVICES LEADER WITH 115K EMPLOYEES PROVIDING SERVICES TO CLIENTS IN OVER 30 COUNTRIES.
SENIOR MANAGER – SOURCING – IT CATEGORY IT Category & Sourcing subject matter expert (SME) for assigned clients
 Sustainable Materials Management Provider: Lead 8 mo IT Category Management / Sourcing pilot initiative exceeding total multi-category target of $1.2M in savings for FY2023.
 Aviation and Aerospace Component Manufacturer: Implemented and lead IT Category Management / Sourcing strategy resulting in $2.7M of savings and $6.1M of avoidance for FY2023.
 Automotive SaaS Solution Provider: Analyzed IT contracts to identify savings opportunities via utilization, overlapping products, terms improvement and price benchmarking.

Direct 6 dotted line Sourcing Specialists to manage internal $425M in CapEx & OpEx IT spend at $21.5B, 6500-employee company with offices worldwide. Develop strategies and lead all negotiation efforts for SaaS, hardware, telecom, cloud, and 3rd-party vendors including ASW, Oracle, Microsoft, ServiceNow, and others.
 Business & IT Leadership Engagement: Partner with Sr Director Global Sourcing, SVP Supply Chain, SVP Finance, and executive IT staff from Corporate IT, R&D, and Cloud groups to develop IT sourcing solutions.
 IT Spend Category Strategy: Initiate, determine cadence, and set agenda for weekly Sourcing, Finance, and IT leadership calls to articulate new Sourcing strategies and develop practices aligning IT with engaged, proactive enterprise purchasing model.
• Spend & Agreement Benchmarks: Initiated and led benchmarking for all IT spend and agreements.
• Early Participation of Sourcing in IT: Champion early Sourcing collaboration in IT projects to IT leadership. Recommen

BOSTON-BASED SOFTWARE AND SERVICES INDUSTRY LEADER IN CAD, IOT, PLM, AND AUGMENTED REALITY (AR) WITH 80 OFFICES IN 30 COUNTRIES.

Oversaw IT renewals and requisitions under $25K for multiple departments. Assessed internal hardware purchase orders and requests to renew subscriptions to identify best strategies for sourcing. Achieved savings and cost avoidance of $500K annually.
 Consolidation: Consolidated agreements and eliminated shelfware reducing total subscription spend by 15%.
 Corporate Acquisition Savings: Identified and leveraged existing PTC rate structure for M&As saving 15% to 25%.
 Consistent Processes: Defined sourcing processes and applied consistency for same/similar orders across departments.
 VAR Points / OEM Savings: Solicited multiple bids for larger deals to benchmark quotes and estimate first reseller manufacturer discounts and expected price points – informing PTC negotiation strategy to obtain better pricing.

Managed IT spend for US Court of Appeals for First Circuit (ME, MA, NH, RI, and PR) with 750 users. As first IT-knowledgeable Procurement Officer, developed vision and strategy for First Circuit and initiated enterprise programs impacting 30K employees across US Courts.
 IT Spend Strategy: Developed business cases and proposals and introduced programs enhancing OpEx & CapEx IT sourcing for First Circuit.
• Reverse Auction Sourcing: Implemented e-Procurement and Reverse Auction sourcing delivering 15% IT spend savings.
• Vendor Relationships: Established vendor relationships geographically near all First Circuit courthouses that reduced emergency IT order times by 75% and drove improved individual court and overall First Circuit IT uptime.
• Maintenance Consolidation: Consolidated maintenance support with 1 vendor simplifying maintenance and monthly billings.
• Standard IT Return/Exchange: Standardized IT return/exchange process simplifying returns and improving audits.
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Created and managed buy-side and sell-side IT sourcing strategy across categories for $15M annual CapEx & OpEx IT spend at 200- employee, regional voice/data integrator. Monitored inventory and identified opportunities to reduce inventory and overhead.
 Sourcing Strategy: Developed ideas, authored business cases, and socialized solutions in all sourcing areas.
• Network Provisioning: Established IT sourcing strategy meeting OEM guidelines and aligning with client cost expectations.
• Strategic Processes: Created strategic approaches for sourcing improving KPI and SLA performance.
• Metrics & KPIs: Defined and implemented KPIs improving return rates and product performance by 25%.
• Formal Contract Process: Introduced centralized system to manage contracts and licensing increasing renewals by 30%.
• Refurbished Equipment: Set up refurbished sourcing program reducing material costs up to 75% and lead times by 80%.
• Vendor Consolidation: Reduced vendor pool to realize cost saving