Marie Peterson

• Lead client accounts in the delivery of services in Procurement, Record to Report, and Procure-to-Pay Business Process Outsourcing
• Led teams in excess of 200 per client. Led delivery executives in category management located in Europe and North America, and business process outsourcing service center locations in India and the Philippines
• Instrumental in numerous client engagements that streamlined client's use of procurement, expanding their partner ecosystem and leveraged technology to deliver supplier stratification, visibility into predictable spending, reduction in P&L impact, and working capital optimization
• Introduced outcome-based results across strategic sourcing and category management, tactical buying and spot buys
• Drove innovation across the full spectrum of Procurement's back-office lifecycle, service desk, Purchase Order management, and Invoice Processing and Catalogs
• Introduced spend analytics and competitive bid methodologies and reduction of suppliers consolidation, reducing total cost of ownership
• This position was the culmination of a career that spanned 30 years in Procurement to delivery consulting services to clients on Procurement and Finance and Account projects. It broaden a deeper understanding and appreciation of how supplier deals are structured from the ground up and end-to-end

• Procurement Advisory Services executive role advising Private Equity owned company on various client related Procurement value creation initiatives
• Collaborated with Product SVP on key embedded software renewal targets to reduce (conserve cash).
• Established Category management strategies across client business lines in concert with Procurement clients, implemented measurable results via the execution of key supplier negotiations and strategic provider partnership management
• Enhanced supplier performance via the negotiations of key KPIs and SLAs
• Established master vendor spend file driving key targeted areas for vendor consolidations, reducing cost of ownership and increase in P&L cost take-out while shrinking contractual renewal terms and deferred payment terms
• Developed and execute future state offshore organizational model of high volume, low risk transactions. Evaluated the P2P technology and optimized processes increasing efficiencies, simplifications, and stakeholder adoption on a global basis.

• Led buildout of global Procurement organization for newly established Honeywell Connected Enterprise software business, including Source to Pay (S2P); people, processes, and technology. Directly focused on the built vs. buy of tools and services for revenue generating platforms. Direct and Indirect reports comprised of 15 directs and 30 indirect reports, Spend over $1B
• Introduce visibility, categorization, and stratification of $1B in direct and indirect spending across the start-up business
• Built and execute a five-year strategic plan inclusive of a global organizational structure and operating practices, job descriptions, policies and procedures, savings and working capital metrics. Championed CEO and CFO business case buy-in on strategic organizational direction and self-funding resource costs via supplier cost-take out initiatives
• Yielded $2.5M in direct cost-take out over 2 months by influencing direct and indirect resources to meet or exceed on category strategies and supplier targets.
• Create supplier strategies, performance targets and balanced scorecards of direct Software/SaaS, Hardware component, and Professional Services procured for revenue generating platforms, in addition to other mission critical suppliers covering the full gamut of purchases for internal consumption
• Pioneer suppliers’ contracts due diligence review prior to product launches, identified and mitigated risks. Including successful completion of SOC2 audit
• Created a 360 view of less-than-optimal supplier performance of key supplier delivering engineering services to revenue generating clients. This enabled swift action to conduct a competitive bid and award to a replacement offshore supplier.

Transformed, retooled, and re-branded previously established Procurement organization into a strategic partner to the business. Increased operational effectiveness, and built accountability across newly established performance metrics, consistently achieved 5-star customer satisfaction, introduced risk management practices, and 5-year supplier management plan in concert with business stakeholders. Reported into the SVP of Administrative Services and Indirectly into CFO. Direct and Indirect reports comprised of 50 procurement professionals globally. Spend under management of $2B:

• Designed and implemented new and flat organizational structure inclusive of new roles and responsibilities, business alignment and accountability, increased collaboration across categories, geographies, and offshore operations team
• Built automation in purchase order processing broadening operations team’s scope of responsibilities to include low risk, high-volume catalog and spot buys, and later taking on supplier risk transactions without added headcount
• Yielded 30% YoY cost take out through the establishment of category and supplier strategies: competitive bids, supplier consolidations, elimination of price increases in multi-year supplier contracts
• Spearheaded a multi-tiered Supplier Risk Program enabling the execution of supplier segmentation and risk profiles and mitigation through contractual obligations
• Oversaw a new approach to Contract Management efforts eliminating mandates for standard contract templates and the use of key terms based on purchase types instead increasing contracts efficiency. Imposed independent supplier audits on mission critical topics such as cloud security certifications (SSA18s), Cyber Security, data privacy (GDPR), etc.
• Launched Supplier Management program inclusive of supplier performance management, balanced scorecard, SLAs and qualitative performance measures through standard quarterly business review cadence
• Implemented procurement tools and processes for spend visibility, contract management, supplier performance and risk management, eAuctions and RFx, machine learning and artificial intelligence, and contingent labor programs mitigating co-employment risks.

Thomson Reuters; Feb 2012-Dec 2012

Senior Director, Procurement

Led $1B in spend across IT category. Built comprehensive early engagement, customer centric operating model designed to proactively showcase procurement's consistency in value creation for the business. Reduced supplier's costs by 25% through contract renegotiation, competitive bids, and supplier consolidations. Rebranded procurement as a valued partner with continued participation in practice leadership's meetings with Procurement always a top agenda item. Eliminated siloed procurement practices, and strengthened supplier management programs inclusive of supplier risk management, performance management, and formalized quarterly business reviews.

Ciber Inc; Jun 2011-Feb 2012

Senior Director, Procurement

Established Strategic Sourcing capabilities and streamlined Procurement operations processes across the company with initial focus on Information Technology. Led cost take-out projects and supplier contract negotiations capturing savings of 10% ($30M) with mission critical suppliers such as Microsoft, Oracle ERP, and SFDC. Eliminated siloed procurement practices through strong stakeholder engagement and adoption of newly created procurement processes. Eliminated supplier cross-selling. Established purchase order approval thresholds and streamlined purchase order processing. Introduced Procurement performance metrics and goals that held the procurement organization’s accountability of each

Dow Jones; Mar 2010-June 2011

Senior Director, Procurement

Headed strategic sourcing for IT, Finance, HR, and MRO. Established and executed a 5-year category plan for each business. Plans included the elimination of sizable, long-tail of supply-base, cost reduction of 10% YoY across spend under management, and supplier performance management of mission critical suppliers. Established strong stakeholder engagement, including the collaborative buying across two separate offices of the CIOs; infrastructure, and client facing applications. Each CIO office made buying decisions independent of the other enabling supplier cross-selling throughout the company. Spearheaded single point of supplier access, eliminated multiple contracts with same supplier, renegotiated contracts to take advantage of economies of scale, increased volume discounts, and eliminated contract language conflicts. Led cost-take out projects for Editorial, Advertising, Paper, ink, print-press components, distribution and freight for the Wall Street Journal and other periodicals. Negotiated embedded software platforms for the and digitization of periodicals. Captured savings of $30M (10% of $300M in spend under management). Developed and formalized quarterly business reviews with mission critical suppliers. Designed standard vendor cost modeling and supplier term-sheet outlining deal constructs and RFx outcomes. Development and implemented stakeholder satisfaction survey at projects’ conclusion, leveraging feedback for continuous improvement initiatives for the Procurement team.

BearingPoint (formerly KPMG Consulting); Jan 1999-Oct 2009)

Partner, Chief Procurement Officer

Led the global Procurement function with direct budget responsibility of third-party suppliers of $500M. Reduced vendor costs by $100M through significant vendor consolidations and pricing renegotiations with mission critical suppliers providing outsourced services across IT infrastructure, Finance, Marketing, Real Estate, Facilities, HR, Learning, and Travel. Implemented web-based tools and APIs for self-serve purchases of software, hardware and peripherals mapped to local suppliers. Created and instituted a global Vendor Management office inclusive of quarterly business reviews with key suppliers, and credit bearing service levels to increase suppliers’ visibility into areas of needed improvement, and C-suite scorecard overview for annual supplier meetings.

• Honoree for Exceptional Achievement - Partner promotion