Cameron is a Director with seven years of experience in complex financial modeling, due diligence, inventory and asset valuation, corporate risk assessment, supply chain and shop floor/manufacturing operations performance improvement, industrial engineering, global product and material sourcing, internal audit business and contract assessments and lean manufacturing.
Cameron most recently served as a Senior Associate for GE’s Corporate Audit Staff, where he provided business strategy and assessment, operational improvement, and financial due diligence across GE’s various businesses. There, He operationalized a business strategy need to reduce total base-cost for GE Power by leading the evaluation of 7 site closures and transfers of work, the efforts of which targeting a reduction in manufacturing base costs by $10-15M. Additionally, Cameron worked with the GE Digital team to reduce technological base-costs across GE businesses by eliminating physical servers, reducing the total operating costs by $8M.
Cameron also provided operational advisory work for LM Wind Power, a GE Renewable Energy business, to increase throughput of wind turbine blades through manufacturing process improvements. The project led to the identification of 18% cycle time reduction actions leading to a $71M year over year revenue opportunity. Cameron also provided inventory scheduling advisory work for GE Aviation, in order to minimize engine down-time through the forecasting of critical material shortages. This project led to a $17M cost-out benefit which was realized by a one-time injection of an $8M rotable pool of inventory. Additionally, Cameron identified $23M of inventory for GE Power that had the opportunity to be transitioned to supply consigned inventory, therefore reducing the net working capital requirements by the business.
Cameron also provided financial modeling, audit, and assessment of contract margin for GE Aviation’s US Navy F414 Military Engine Services contract, validating forward contract margin and $1.5B life-of-contract costs under 606 accounting changes. Cameron also provided financial due diligence during the post-acquisition integration of Baker Hughes during the purchase price allocation window. Cameron utilized his strong inventory/supply chain experience to provide a fair value to legacy Baker Hughes inventory assets, booking an $89M manual journal entry write-down.
Prior to GE Corporate, Cameron also served in a number of manufacturing, supply chain leadership, and operations/process improvement roles with GE Oil & Gas as part of GE’s Operations Management Leadership Program including serving as an Operations Production Supervisor, leading a team of 21 shop-floor operators in the production/shipment of oilfield Beam Pumping Units, a Strategic Sourcing Commodity leader, identifying $4.3M of procurement deflation opportunities, and as a Process Quality Engineer, reducing cycle time of the shop’s largest bottleneck/constraint from 6.5 to 1.5 days. During his time working in supply chain operations, Cameron became a certified Six Sigma Greenbelt, leveraging this methodology & way of thinking through all facets of his work.
Cameron graduated with a Bachelor of Science in Industrial Engineering with Minors in Economics and Six Sigma from The Pennsylvania State University, College of Engineering in University Park, PA.
“Start small; start now…if you wait until all of your ducks are in a row, the first ducks will have flown the coop.” – Shop Floor Operator, Lufkin, TX