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Accomplished and dynamic professional eager to contribute management and operational expertise towards supporting the organization in driving business growth and increasing bottom-line profits as a key team member with an extensive experience and recognized success in effective implementation of technical operations and processes to increase productivity of the team. Strong technical and business qualifications with an impressive track record of hands-on experience in strategic planning, business development, sales and marketing, operations management, supply chain partners and talent management. Excellent analytical skills with keen attention to detail, ability to analyze situations, and research information to develop sound and ethical business solutions. A team player with effective interpersonal and communication skills, adept at building productive relationships and building rapport with a diverse set of individuals.

Core Competencies
Organizational Leadership • Staff Management • Business Development • Strategic Planning & Implementation Operations Management • Sales & Marketing • Staff Training & Development • Process Improvement • Cost Reduction


Essilor of America 2008 – Present
Sr Director of Strategy-Sourcing and Business/Corporate Development OSG (Sourcing) 2011 – Present
Managed OSG division of Essilor, created and implemented sales and marketing growth plans for Signet Armorlite. Oversaw implementation of M&A strategy for the OSG division. Handled operations, strategic sourcing and supply chain management at Signet and Optisource, oversaw delivery of hard P&L impact via cost optimization strategies. Supported development and execution of Marketing re-launch initiative for Signetek, directed strategic sourcing efforts for print and advertising, web design, loyalty program, promotional/merchandising programs, and business process outsourcing for marketing fulfillment services. Managed strategic sourcing and procurement in Essilor of America’s Signet Armorlite and OSG divisions. Created supplier program and implemented supplier scorecard measurement system. Enforced new strategies to improve targeted KPIs and Margin Improvement goals. Supervised supply and logistics departments for OSG and Signet. Utilized mergers and acquisitions to support growth of EOA. Supported integration of Optisource and its future acquisitions to optimize synergies across business units and sales channels. Developed plans to maximize synergies between the global business models of Essilor and acquired businesses. Handled teams of cross-functional business unit and department leaders to plan and implement initiatives to improve sales and operating efficiencies of acquired companies. Managed P&L, facilitated division growth operations and oversaw independent company strategies. Applied agency and sales BPO sourcing initiatives to support growth plans. Handled direct reports including subsidiary Presidents, business development teams, Financial Controller, Financial Analyst, and Sr Operations Analyst. Identified and evaluated market dynamics and strategic implications for OSG and Signet. Created five-year strategic plans for Signet Armorlite/Kodak retail and distribution division, including sales and margin growth and cost/reduction plans.
• Successfully handled $12.5M of cost reduction on a $600M spend base in 2011, focusing on marketing and indirect categories, exceeded annual goal by 25%, contributing over $15M in value to both direct and indirect cost and margin improvements.
• Determined new acquisition targets, established relationship with Principals, negotiated agreements, and performed due diligence teams to close six additional successful deals by YE 2014.
• Exceeded goals for revenue growth and operating income in 2012, increased revenue by 30%+ year 2, to a total of $16.5M and 20% OI.

Director of Strategic Sourcing, Procurement and Distribution/Supply Chain, Dallas • TX 2008 – 2011
Managed Strategic Sourcing department in Essilor of America. Created strategic plans to reduce hard costs, improve working capital and decrease non-lens inventory. Recruited five Strategic Sourcing Managers, two Buyers and Operations/Financial Analyst. Established Strategic Sourcing steering committees to address new product development needs for inorganic top line growth and support marketing solutions and BPO service, manufacturing, and logistics. Developed relationship with Marketing to analyze and resolve spending, establish strategic supplier relationship and implement long-term formal contracts. Assisted in US Sourcing partnership with the International Mergers and Acquisitions team, supported strategic negotiations and diligence process for synergy identification. Created financial reports in collaboration with Finance and Accounting to measure P&L/financial statement impact for C-Level Executive reporting. Developed and implemented corporate policies for Sourcing and Purchasing, PO Compliance, Supplier Approval, Ethics, and Governance. Directed Dallas Consumables Distribution Warehouse, with annual turnover of $80M and 12 employees. Handled US Purchasing Department and oversaw Oracle PO processing operations. Developed and implemented strategies to resolve PO exceptions and cycle time. Executed eRFQs and reverse auction campaigns and implemented supplier relationship and scorecard measurement processes and standards.
• Successfully created a five year strategic plan to segment suppliers and spend, develop spend categories, and delivered $65M in measureable savings/value, exceeding targets established by year 3 of the 5 year plan.
• Implemented the 8-Step Strategic Sourcing Process, which successfully changed Essilor’s buying behaviors to a total cost, process based culture.
• Handled three inorganic campaigns resulting to $48 M incremental revenue via strategy development, negotiation with suppliers and BPO providers, and managing KPI and CSF metrics and deliverables.
• Rationalized the supply base by more than 30%, and reduced year over year cost by 20%.
• Identified five suppliers as acquisition candidates and successfully completed three of the five identified acquisitions per Executive approval, beating acquisition multiplier targets by 37%.
• Doubled corporate PO compliance within 1 year from 20% to 40%.
• Negotiated total spend under contract from 15% to 55%, exceeding the target of 50%.
• Reduced exceptions by 50% within first 14 months and implemented an eSourcing suite.
• Managed more than 120 annual savings campaigns and successfully reduced RFQ cycle time by 40%.

Cadbury Schweppes Americas Beverages (Now Dr Pepper/Snapple Group) 2007 – 2007
Director of Procurement, Indirect Spend, Travel, Logistics and MRO, Plano • TX 2007 – 2007
Managed procurement strategy development and supported three corporate headquarters locations, 26 manufacturing plants, four large-box distribution centers and over 200 fully staffed warehouses. Spearheaded Indirect Spend Strategic Procurement Department for Cadbury Schweppes Americas and managed a $1B annual spend budget. Implemented the eight Step Strategic Sourcing process for indirect spend categories, analyzed all indirect categories and established Sr Management stakeholder relationships. Created and executed multiple supply chain strategies and initiatives for 12 Indirect Spend Categories. Directed 19 strategic initiatives in Services and Corporate Support. Directed strategic initiative in MRO, including Production Support, Industrial Indirect, Capital Improvements/Acquisition, and Logistics.
• Exceeded all budget initiatives on average by delivering 32% better-than-expected savings.
• Successfully documented $2.4M in “hard cash flow reduction” savings.

Armstrong World Industries 2006 – 2007
General Manager of Purchasing, Addison • TX 2006 – 2007
Planned and coordinated purchasing of raw material inventory for the company’s cabinet plants. Maintained relationships with sr. management of the Company’s suppliers. Oversaw procurement personnel, monitored progress of purchasing team and directed selection of suppliers and sourcing initiatives. Established procurement policies, procedures, practices and implemented strategies to support objectives. Executed international sourcing strategies and domestic cost savings initiatives. Negotiated contracts with vendors. Coordinated with Production, Sales, Marketing, Quality and Engineering to manage supply of component parts per delivery schedule requirements, maintaining inventory, coordinating returns of damaged items, and maintaining appropriate files and records. Analyzed material forecasts, interpreted MRP output and negotiated purchases. Oversaw inventory activities across multiple plants, warehouses, and off-site locations.
• Negotiated a $10M contract with an Asian supplier, which reduced company costs by 48%.
• Reduced inventory levels by 20% ($13M) through LSS purchasing processes, lean-decision making principles, and supplier collaboration initiatives.

American Airlines 2002 – 2006
Purchasing Manager Sr- Component Repair/MRO & Alternate Sourcing, Dallas • TX 2005 – 2006
Served as corporate lead in contract negotiations and supply chain initiatives. Handled a team of 19 professional direct reports, including eight sr. commodity managers, six purchasing assistants and supervised support activities of two sr. financial analysts, two staff assistants, and one contract project manager. Managed M&E maintenance base component repair in-sourcing/outsourcing manufacturing, services, and MRO budget. Established Alternate Sourcing Group and supported corporate marketing and sales for third party expansion efforts. Implemented step-change cost reductions to allow maintenance base to operate at a lower cost while maintaining safety and quality operations within established targets. Managed the Supplier Quality Excellence program, ensured internal and external supply chain resources, including inventory management were level loaded for optimal order flows and inventory levels maintenance. Negotiated insourcing and outsourcing decisions with the Local and International Transportation Workers Union. Functioned as Sr Sourcing Representative for local union sourcing negotiations. Oversaw surplus component sales budget and handled five inside sales professionals.

American Airlines 2002 – 2006
Purchasing Manager- Airframe, MRO, FSRO, Raw Materials, Tulsa • OK 2004 – 2005
Sr. Commodity Manager, Airframe Spares Purchasing, Tulsa • OK 2002 – 2004
Cracker Barrel Old Country Stores (Cbrl Group, Inc.) 2000 – 2002
Sr. Financial Analyst, Retail Operations, Lebanon • TN 2000 – 2002
The United Methodist Publishing House 1996 – 2000
Sr. Operations Analyst & Auditor, Nashville • TN 1998 – 2000
Promotion Coordinator (Corporate Marketing), Nashville • TN 1997 – 1998
Executive Intern/ Management Trainee, Nashville • TN 1996 – 1997

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