Highlights:
Richard D. Wittmeier
14003 Winding Springs Drive, Cypress, TX 77429: (832) 843-7634 Home, (518) 538-6582 Cell
Richard.Wittmeier@suez.com (work), rwittmeiertx@comcast.net (home)
EXECUTIVE PROFILE
Strategic Leader with demonstrated success developing and implementing Strategies to improve the customer experience and business profitability. Proven success building teams around sound customer and business based strategies. An energizing and passionate Lean Six Sigma (LSS) leader who has lead global teams to transform business around the world delighting the customers, improving customer facing metrics 30 – 75% and delivering quality and Sourcing results exceeding plan. A proven change agent who has converted challenged purchasing groups into sound strategic sourcing organizations that exceed delivery expectations. A sourcing leader who has developed critical strategies and implemented them at the business and site levels creating significant collaborative successes.
AREAS OF EXPERTISE
+ Strategic Sourcing Leadership + Strategic Quality Leadership + Supply Chain Management
+ Direct/Indirect Material Sourcing + Lean Six Sigma Program Mgr. + Strategic Organization Restructuring
+ Plant Startup + QMS & Traditional Quality + Shop Operations
+ Simplification + Value Stream Processing + Maintenance, Repair & Operations
PROFESSIONAL EXPERIENCE
Suez: (Bought Business from GE 9/31/17): 10/2017 –present
Water Technologies and Solutions: Global Indirect Sourcing Leader: Houston, TX
Define, Develop and Create a Global Indirect Sourcing Organization for Suez. Lead the Implementation and Integration of Water Technologies and Solutions Sourcing Organization into Suez Global Sourcing.
• De-couple from the GE Global Sourcing Organization and Corporate Contract Structure (~600 corporate contracts)
• Define, Develop and Create a Global Indirect Sourcing Program for Suez.
• Create a New Indirect Sourcing Organization in each Region of the Global
• Minimize the Dys-Synergies as the Business De-couples from GE and Lead the team to Harvest Sourcing Synergies across Suez and Deliver the overall Operations Plan ($12M Savings).
• Develop and Implement Global Sourcing Communication and Collaboration with the internal Suez Customers.
General Electric: 1985 – 9/2017
Water & Process Technologies: Global Indirect Sourcing Leader: Power, Houston, TX (6/2015 – 9/2017)
Developed and Executed a Global Indirect Sourcing Strategy supporting the needs of the Water Business. Increased the Sourcing Engagement around the globe resulting in delivering stronger Indirect Sourcing savings.
• Developed Strategy and Executed a Deep Dive Implementation Plan delivering $7M+ annual for business.
• Leveraged Corporate Preferred Suppliers for Energy, Facilities, MRO and Purchased Services contracting for repeat buy with Year-over-Year Continuous Improvement Contracts providing 4 year of ongoing Savings.
• Communicated and Collaborated with the Internal Customers to drive stronger partnered engagement and compliance with the Sourcing Processes and Policies enhancing overall Business Performance.
• Lead Implementation of 200+ Sourcing projects delivering over $15M in deflation and cost avoidance.
Well Performance Services – Sourcing Leader – Indirect Materials: Oil & Gas, Houston, TX (9/2014 – 6/2015)
Evaluated Buy and Developed an Indirect Strategy to support the Factories and Service Centers focusing on leveraging Corporate Suppliers for repeat buy, driving a strong sourcing process on spot and repeat buys doubling Saving.
• Developed and Implemented the Strategic Plan across key sites in WPS with a 2x Operations Plan Goal.
• Leveraged Corporate Preferred Suppliers and contracted majority of repeat buy with Year-over-Year Continuous Improvement Contracts providing 4 year of ongoing Savings.
• Lead the Implementation of shared Integrated Facility Management contracts reducing costs by as much as 40% for the roof tops in Angelina County.
• Lead Implementation of 100+ projects delivering $10M in deflation, cost avoidance and productivity.
Senior Global Commodity Leader - MRO: Power & Water, Schenectady, NY (4/2013-8/2014)
Evaluated Critical Needs, Developed and Executed Collaborative Sourcing Strategy to improve shop cost structure and improve competitive advantage. Drove MRO NPI and Supplier Development enhancing Shop Operations.
• Developed a comprehensive MRO Strategy leveraging Supplier expertise and products coupled with engagement of Shop Operations to achieve significant cost reduction, product utilization and productivity results ($8M) for P&W.
• Developed and Implemented a simple processes to quickly and easily implement the corporate sourcing opportunities across each business with minimal site effort.
• Built a collaborative network across businesses effectively and efficiently implementing Strategic Initiatives.
Executive Quality Leader - Strategic Projects: Power & Water, Schenectady, NY (2012-4/2013)
Identified, investigated, developed, trained and launched strategic quality projects across the businesses improving the customer experience, business profitability and simplifying the business.
• Researched, identified and developed strategic simplification projects. Developing key projects around; 1) Customer Simplification, 2) Ownership with Empowerment and 3) Lean Pitcher-Catcher Pair Issue Resolution.
• Developed lean, standard metrics, pitcher-catcher collaborative commitment culture based value stream process.
• Evaluated and documented Thermal challenged order issues and identified solutions to resolve ($30M impact).
Executive Quality Leader -Thermal Products: Power & Water, Schenectady, NY (2010-2012)
Hand-picked to join the new Thermal Products business and create a collaborative quality program improving the customer experience. Led a team of 30 and integrated with functional quality teams to establish customer facing metrics goals, develop strategy, align resources and strengthening quality fundaments. Delivered 30% reduction in escaping defects, 50% improvement in on time delivery (OTD) and $200M in cost of quality (COQ) reduction. Improved the customer experience increasing net promoter score 10 points.
• Created and implemented Strategic Quality Plans focused on customer facing metrics, total customer experience, LSS, culture, collaboration and quality platform development.
• Drove focus on customer facing metrics resulting in strong customer felt performance improvements.
• Created a LSS network across business to drive collaboration and synergies enhancing the impact.
• Initiated and led a “Total Customer Experience” culture across plant life cycle. No repeat site issue focus.
• Developed strategy and created team to eliminate repeat startup issues at new construction sites.
Executive Quality Leader: Nuclear Energy, Wilmington, NC (2007 – 2010)
Chosen to transform ailing quality program and regain customer confidence in the business’s ability to deliver. Led 25 direct reports and 150 indirect to transform the Quality Program and Business Culture. Successfully created and implemented a customer focused strategy that reduced escaping defects 80%, improved OTD 30% and reduced COQ 50%. Created “Own It” culture across business achieving an 11 point improvement in customer net promoter score.
• Created and implemented multi-year Strategic Quality Plans focused on customer facing metrics, compliance, business direction, LSS and the development of the quality platforms. Leveraged LSS umbrella projects.
• Restructured organization to align with strategy and led team to collaborate and synergize effectively.
• Developed key metric focus (escaping defects, on-time delivery and cost of quality) to measure the customer experience and integrated them into Strategic Quality Plans. Achieved metric goals each year.
• Created and implemented a no excuse “Quality Own It” culture to delight and exceed customer expectations.
Executive Sourcing Leader: Global Nuclear Fuel Wilmington, NC (2002- 2007)
Directed global organization of 30 to develop and manage high risk and high quality supply chains. Deflation target were met resulting in year over year (YOY) deflation of 2-5% on a $750M buy of direct and indirect materials with high sole source content. New Power Plant Sourcing Program was created supporting global proposals for new plants.
• Coached organization’s Supply Chain Leaders to create multi-year strategic plans and lead execution.
• Developed synergies with GE Energy to leverage the buy. Outsourced tactical activities.
• Initiated and developed sourcing strategy for new plant supply chains. $140M in proposal reductions.
• Achieved $100M+ (3-5%YOY) deflation/productivity and $15M in cash from discount terms, cycle reduction, vendor managed inventory ($7M), vender recovery ($2M) and elimination of progress payments.
• Converted inflationary labor buy ($85M) to deflationary with YOY deflation and productivity (2-4%).
Business Development Leader: Global Nuclear Fuel, Wilmington, NC (2001-2002)
Investigated, developed and launched opportunities in high margin areas to support business growth and technical leadership. Created and Launched Container Licensing Business resulting in ~$1M in margin increase.
Manager -Sourcing, Receiving, Shipping and Traffic: Nuclear Energy, Wilmington, NC (1998 – 2001)
Lead organization of 20 people and transformed the performance of the group. Reorganized group adding key personnel and assignment alignment. Developed and implemented strategies resulting in 5% deflation YOY along with sound material management practices.
EDUCATION MS, Massachusetts Institute of Technology: Cambridge, MA. – Nuclear Engineering
MS, South Dakota State University: Brookings, SD. - Engineering
BS, South Dakota State University: Brookings, SD. - Engineering Physics
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