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Selected case studies

Show the work. Make the value clear.

Three examples of how I connect people, systems, and process so ownership, status, decisions, and next actions are easier to see.

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01

Procurement leadership

Multi-site purchasing needs one connected operating view.

Purchasing and distribution work across many locations creates competing priorities: local supply needs, supplier issues, inventory levels, invoices, and delivery follow-up.

What I contributed

  • Led three buyers and one shipping clerk supporting 77 corporate clinics.
  • Coordinated clinic stakeholders, suppliers, accounting, warehouse personnel, and leadership.
  • Oversaw catalog, source-to-pay, inventory, invoice, supplier, and delivery workflows.
  • Maintained reporting visibility across spend, savings, open orders, suppliers, inventory, discrepancies, and deliveries.

Operating value

The work connected day-to-day transactions with team ownership, supply continuity, and leadership attention.

Team leadershipSource-to-payInventoryWarehousing
02

Systems & reporting

The system record and the operating conversation should agree.

Operational information often lives across enterprise systems, spreadsheets, individual follow-up, and team conversations. A stale or fragmented view makes action harder to prioritize.

What I contributed

  • Worked hands-on in NetSuite purchasing, inventory, work orders, cycle counts, and bill-of-material records.
  • Used Salesforce for pipeline, quote, lead, and follow-up activity.
  • Maintained Sage-based tracking for high-value medical equipment.
  • Built and maintained a centralized procurement reporting catalog for leadership.

Operating value

The operating goal is a trustworthy view: clear ownership, current status, a visible next action, and information leaders can use.

NetSuite ERPSalesforce CRMSageExcel & reporting
03

Process improvement

Good process is the shortest reliable path to follow-through.

Sales, estimating, and operations teams lose time when requests arrive inconsistently, deadlines are unclear, statuses mean different things, or the next owner is assumed.

What I contributed

  • Helped lead a new Invitation to Bid intake process designed to improve quoting consistency.
  • Authored sales standard operating procedures and cross-functional guidance.
  • Translated process gaps into trackers, checklists, owners, dates, and approval gates.
  • Focused first on improving the team’s current tools and working habits.

Operating value

The strongest improvement is one the team can use during a busy week: a visible queue, shared definitions, explicit decisions, and a dependable follow-up rhythm.

ITB intakeSOPsHandoffsAccountability

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