University at Albany

The College of Saint Rose

Hudson Valley Community College

Supply Chain Leader at GE

Supply Chain Leader

General Electric

Logistics Operations Leader

- Contractual Owernship for successful execution of thermal energy projects
- Ownership for project financials (margin, cash, EAC for multi Profit and Loss centers, Organize project information mto facilitate audits
- Manage project schedule, control/mitigate risk, and enhance margin
- Resolve issues in a timely manner to assure project completion to the customer's satisfaction
- Serve as the focal point and leader to facilitate on-time completion of project deliverables from engineering, sourcing, manufacturing and field services implementation
- Establish oneself as overall Project Leader; Energize and motivate project team to fulfill all contractual and customer expectations
- Demonstrate strong negotiation skills
Work/coordinate with the cross-functional stakeholders to ensure projects success/business requirements are met
Leverage know-how and cooperate with other organizations

General Electric - Global Project Operations

Project Manager

	Executed/currently executing projects across the Western United States, Saudi Arabia, Iraq, and Pakistan. Delivered all materials and services on-time to contract with no liquidated damages. Con
	Consistently met or exceeded cash collection goals yearly. Actively managed cost avoidance/margin enhancement initiatives. Delivered hundreds of thousands in cost avoidance/margin enhancement
. 	Represent the Global Projects Organization on multiple cross-functional systematic quality improvement projects. Led the effort to streamline Control Points Summary tool that is now used across the business and is the primary tool used by senior leadership to track weekly progress of all active projects globally. 
	Chosen as the first project manager to support the new global regionalization effort. Assigned oversight for projects in both the Saudi and China regional offices. Flawlessly executed these projects on-time with no liquidated damage claims. The final execution of these projects was handed off to the regional team with continued oversight and guidance. 
	Chosen to lead General Electric’s first commercial offering of the 7FA.05 combustion turbine. This project required on-going regular coordination with the product line, engineering, manufacturing, sourcing, quality and logistics teams to ensure on-time execution. The unit is currently enroute to the site and is projected to meet contract terms.
	Received a Net Promoter from our Customer’s for each individual project as project manager. These Net Promoter scores were significant based on past “detractor” scores previously received by specific customers, as well as the difficulty in releasing new technology projects.

Project Manager - Support

	Recovered several million in vendor recovery/warranty claims against MSD/BOP global supplier, exceeded year-over year targets by over 10%. Closed over 60% in overdue backlog claims during time in role. Improved the rate of recovery dollars by 15%. Directly negotiated and recovered over hundreds of  thousands in liquidated damage claims.
	Initiated an MSD-wide component strategy that addressed variability of long-lead motor driven components and valves. Participated and led multiple competitive cycle team workouts. These workouts led directly to a motor strategy that reduced 13+ motor specifications down to four, new sourcing/engineering strategies to improve component/hardware definition and the timing of the release of this material within the supply chain (forecasting). 
	Supported Direct Material Productivity (DMP) initiatives across the Energy business. This support correlated into over $1 million saving to the Energy team.
	Completed three capacity audits of key Energy suppliers. Completed reports back to senior leadership outlining the findings and a recommended plan for each supplier. Completed follow-up activities with these suppliers and assisted in developing improvement plans based on Six Sigma and Lean Manufacturing principles.
	Acted as the site sourcing lead for a critical self-implement new technology GE project in Southern California. Created and implemented a materials request process that greatly reduced cost and lead-times of critical components/materials at site. Directly issued over $1 million of purchase orders to suppliers, greatly reducing process time of purchase orders.

GE Energy

MSD/BOP Inititatives Leader

	Directly purchased over $125 million in MSD hardware (skids and components) while Buyer. Volume was the largest MSD Direct Sourcing share during those two years. 
	Identified and developed new suppliers to support cost, delivery/cycle and quality. Activities led to a direct improvement of on-time delivery (46%) and delivery cycle improvements. 
	Served as the primary interface between engineering, suppliers and project management for any sourced component. Activities included identification and execution of Direct Material Productivity initiatives, engineering changes, engineering design reviews, and supplier deviations.
	Developed a process to look upstream for pending requirements and drive engineering to ensure sourcing was given adequate cycle to procure and deliver hardware.

Matt Washock