NIRVA BOURSIQUOT

Lead 16 direct-report procurement professionals, including two team leads, across Programs, Broker/Transactional Buying, Washers, and Quality/Credit-Hold resolution - managing ~$600M in procurement scope supporting Pratt & Whitney, RTX/Collins Aerospace, Bell, Boeing Defense, Space & Security (KC-46 Pegasus), and other aerospace programs. Source suppliers, approve purchase orders up to $250K, influence negotiation strategy, commit company resources, and lead key talent decisions including requisitions, interviewing, onboarding, Workday performance reviews, and promotion recommendations. Own operating rhythm and execution across supplier performance, PO placement, aging requisitions, material availability, customer commitments, and recovery priorities; establish governance, KPIs, tier reviews, coaching, supplier-engagement routines, and escalation paths to drive performance. Inherited an organization challenged by low morale, lagging PO placement, aging PRs, elevated past-due exposure, unconfirmed POS, and limited cross-functional visibility. Mentor and strengthen team morale through coaching, cross training, team building initiatives and performance management. Reduced combined past-due exposure 50%, from ~$18.0M to $9.0M; increased PO-placement performance to 167% for Programs, 378% for Broker/Transactional Buying, and 168% for Washers. Protected Collins line-down by orchestrating a supplier work transfer and manufacturing-process compression, converting a 12-week lead time into delivery of 150 critical units within five days, with follow-on lots secured. Applied Six Sigma to redesign procurement workflows, eliminating non-value-added steps and reducing cycle time by 80%. Accelerated Pratt F-15 recovery from an 8-week quoted lead time to 4 weeks - with critical parts delivered in 7 days. Cleared supplier credit hold through supplier and Accounts Payable alignment, supporting release of $1.2M in payments. Reduced PR-to-PO aging from ~35 days to 5 days; increased PO-placement volume to ~200 per week across 4+ enterprise programs. Lead procurement process improvement and LCS testing initiatives; design corrective action frameworks, supplier escalation protocols, and KPI dashboards. Broke down functional silos between Planning and Sales, improving forecast accuracy by 10% through structured data sharing. Establish and lead recurring tier-review governance thru procurement metrics (aging, supplier recovery, critical shortages, etc.). Rebuilt SAP training into role-based workflows, driving 90% user adoption within two months where prior implementation had failed. Earned recognition from the Boeing General Manager for RTX recovery leadership that exceeded the weekly shipment target by 12%.

Led strategic sourcing and RFP execution for food, beverage, packaging, equipment, services, and operating-supply categories across 22+ North American and Hawaii café locations in a $100M+ annual-spend environment. Delivered ~ $4.5M in annualized savings through volume-based negotiations, supplier transitions, category RFPs, forecast-aligned pricing, and rebate structures. Led RFPs for proteins, salmon, burger patties, buns, French fries, pickles, and cheesecakes; produced data-backed recommendations for senior culinary leaders and coordinated product samples and tastings before supplier award. Reduced out-of-stock exposure by 95% by building a monthly forecast and weekly usage-reporting process with Café General Managers and distributors; incorporated a 15% inventory buffer and depletion plans to protect availability while controlling excess. Captured ~$2M in negotiated savings through centralized vendor management; tracked program metrics including savings, compliance and supplier performance. Led procurement execution for a one-week Royal Caribbean launch; resolved distributor specification gaps, coordinated suppliers and Accounts Payable, and arranged hot-shot freight directly to the vessel dock. Managed supplier-transition and inventory-depletion plans with US Foods and Sysco to protect service continuity and reduce stranded inventory. Mentored colleagues and led project teams, special events, and cross-functional supplier initiatives without direct reporting authority.

Reported directly to the CEO and COO while leading procurement and warehouse operations for a $120M decorated-apparel manufacturer, overseeing ~ $25M in inventory purchasing and $10M in global logistics spend. Directed 15-20 procurement and warehouse employees; evaluated performance, coached team members, and strengthened accountability across purchasing, receiving, inventory, and warehouse execution. Managed catalog review, supplier engagement and selection, PO placement, inventory review, and system-based purchasing and inventory audits for textiles, chemicals, T-shirts, sweatshirts, and related production materials. Led Express ERP implementation and reengineered procurement workflows cutting error rates by 25% and processing time by 20%; built enterprise vendor performance reporting reducing document retrieval time by 30%. Led AR transformation cutting overdue payments 25% in six months. Established inventory reconciliation, receiving and quality standards, damaged goods return procedures, supplier scorecards, and executive reporting for the CEO and COO. Rationalized the product catalog to reduce complexity, consolidate demand, and improve purchasing throughput. Partnered with executive leadership on 20-25 annual product launches, providing sourcing coordination, catalog input, inventory planning, and supplier-readiness support; Served as an escalation point for product issues.

Reported to the District Manager and led day-to-day operations for a self-storage facility, including property-budget activity, vendor and repair coordination, customer credits, occupancy, rental performance, maintenance, collections, customer experience, and online reputation. Sustained 97% occupancy and achieved 95% rental-rate performance against a 90% target through disciplined lead follow-up, consultative facility tours, clear explanation of rental terms and coverage, and conversion-focused customer engagement. Improved customer satisfaction from 2/5 to 4.8/5; strengthened Google-review performance through proactive feedback solicitation, timely resolution of service issues, and consistent on-site communication. Managed vendor work, repairs, maintenance priorities, property-budget activity, and customer credits to strengthen facility readiness and service consistency. Implemented customer billing escalations end to end: reviewed account records and camera footage, validated move-out criteria, corrected charges when appropriate, and closed accounts accurately.

Led cross-functional project teams, developers, vendors, and customer-service stakeholders supporting logistics technology, process improvement, and customer-experience initiatives. Managed ~$700K initiative to establish customer-support operations across two international locations - Kingston and Nairobi; sourced and deployed thin clients, desks, headsets, keyboards, mice, and related workstation infrastructure. Helped develop and launch a proprietary load-board platform spanning four transportation modes - LTL, last-mile, drayage, and expedited transportation. Designed testing strategy and led functional testing, user onboarding, CSR training, and post-launch process mapping for a transportation-management environment, strengthening deployment readiness and frontline adoption. Increased post-engagement customer satisfaction results by 25% through survey deployment, segmented analysis, and targeted service improvement. Redesigned workflows that improved process efficiency by an estimated 40%+ through reduced user clicks. Selected to lead product-development coordination, process improvement, sales enablement, and frontline adoption during acquisition period.

Advanced from Assistant General Manager to General Manager within seven months, then moved into Field Training General Manager and Regional Operations assignments. Managed 20+ high-volume locations and 200+ employees across successive leadership roles, including direct regional support for 10 locations and 90+ employees. Inherited challenged stores with inventory-control, shrink, customer-service, cleanliness, and EcoSure-compliance gaps; built operational infrastructure for shift-level accountability, root-cause review, corrective-action routines, and consistent execution standards. Reduced shrink 96% by redesigning sales-floor engagement, register accountability, end-of-shift reconciliation, inventory controls, employee training, and corrective-action processes. Designed and delivered multi-level operational training for new hires through General Managers, standardizing execution across customer engagement, register management, vendor receiving, food safety, store standards, and inventory controls. Rebuilt a promotion-focused talent pipeline through cross-training and development, earning regional recognition for three consecutive years for promoting the highest number of entry-level associates and managers. Served as a regional SME for new 6K-format locations, training General Managers on food-service cleaning, maintenance, and Swirl World operating requirements.