Strategic Leadership Team
Meet some of the people who keep SDI well connected to our markets, industries and clients.
Brian is the Chief Financial Officer for SDI. With a focus on Treasury, Financial Planning & Analysis, and Accounting, he governs all aspects of the Company's cash, banking and treasury responsibilities while leading short and long range forecasting.
Cris created the functional service model that delivers year-over-year cost savings and focuses on process savings for SDI’s clients in Mexico – all while reducing capital investment and increasing ROI.
Fij connects SDI’s enterprise-wide IT operations with related technology that supports supply chain, operations, global strategic sourcing and central planning, bringing a more holistic approach to MRO.
Jeremy has nearly 20 years of experience in business outsourcing and professional services environments across multiple industry verticals.
Take strategic sourcing and mix it with operations in addition to organizational management and throw in 25 years of experience, including leading IBM’s procurement teams, and you’ll find Kurt Meiers.
At the helm of SDI, you'll find Chris Moore. With a history in manufacturing and a progressive career at SDI, Chris has developed several of the company’s innovative business processes, including our Engineering Services and our patented Best-in-Class Storeroom Program.
Elise has been the driving force behind SDI’s ability to provide the highest quality professionals to manage our clients’ MRO – to a level that is unmatched in the industry.
Jim brings a unique blend of strategic and creative thought to every client engagement to create an environment of proactive collaboration and common value for both SDI’s clients and future clients.
Debra sets and guides the overall strategic and tactical execution of the company’s marketing and branding initiatives to meet both client and employee engagement goals.
It takes a progressive manager to push the organization to look at indirect spend and managing it in a different way - but once you see it, then you realize the opportunity.
In the third post in this series on MRO As-a-Service by Spend Matters, Pierre Mitchell and Michael Lamoureux talk about how managing MRO as a process delivers benefits from efficiency to effectiveness and beyond to an evolutionary phase. The next generation of value, MRO-as-a-Service, helps organizations build intelligent, agile, scalable and integrated supply chains (direct and indirect).
The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.