Anthony F Porter

Lead enterprise partnerships governance and demand planning across Salesforce’s global partner ecosystem, working closely with Procurement, Sales, Partnerships and Finance to improve consumption visibility, partner performance, and enterprise value realization. * Designed the 360 Partnerships Value Index (PVIX), integrating Procurement, Sales, and Finance data to optimize buy-from, sell-to, and sell-with motions and enable CFO-level visibility into partner ROI, AOV, ACV, and risk-adjusted consumption performance * Drive partner monetization and demand alignment strategy, connecting business unit demand signals with partner engagement models to accelerate deal velocity and improve consumption outcomes * Own the FY27 360 Partnerships Operating Plan, delivering cross-functional alignment, standardized partner benchmarks, and governance frameworks including the Partnership Pool of Funds (PPF) * Partner with Procurement and Risk teams to enhance third party risk visibility and supplier governance, improving consistency in evaluation, compliance monitoring, and performance management * Apply AI-enabled decision frameworks to improve partner evaluation, consumption management, and executive decision velocity across the ecosystem

* Responsible for optimizing the Global end to end Strategic Sourcing organization to drive efficiencies across the following three pillars: Organizational effectiveness, process/policies, tools, and technology stack. * Drive business case, design, and deployment of a Global Vendor Management organization to provide a 360 view of supply relationships, improve risk management posture and drive process uniformity to create more predictable and consistent business outcomes. * Improve third party minority business spend, achieve ESG targets and spend visibility through improved engagement, spend and reporting programs * Lead development of policy and governance programs to increase organizational maturity, business user engagement and communications, and to highlight the value proposition for the Global Strategic Sourcing organization * Drive and improve adoption of SAP Ariba cloud technology in the GSS organization in order to leverage tech investments and scale and mature global capabilities and spend visibility.

• Responsible for Global Technology Vendor Management vision, strategy, and execution in order to optimize MetLife’s value chain, partner delivery, quality and cycle time improvements across the enterprise • Accountable for leading the global Vendor Management Organization in order to execute the VMO mission in close partnership with MetLife’s IT and operating business units. • Accountable for a Global Supply Chain of $2.5B in Software, Hardware, Services, Consulting and IT Outsourcing with suppliers in over 60 countries • Developed robust service catalog in order to drive alignment with VMO service offerings, creating more relevant and predictable customer experiences • Responsible for streamlining global compliance governance programs in partnership with Third Party Risk Management in order to drive adherence and program effectiveness • Created performance management programs to baseline and measure critical vendor KPIs and developed plans to address performance issues and capture value leakage • Partnered with business units in order to customize VMO offerings to address specific pain point and drive expedient closure to issues impacting the enterprise • Championed employee career development, work life balance, and engagement programs that drove improvement in associate engagement scores over 30% based on year over year surveys

• Responsible for Global Corporate Procurement and strategic Vendor Management across all commodity categories • Designed Next Gen Procurement Strategy with programs aimed at creating a seamless Self Procurement capabilities that allowed direct connections between end users and suppliers, resulting in frictionless transactions and the ability for the business to execute at the speed of the business. • Accountable for developing strategic Vendor Management partnerships with tier one suppliers and for tailoring programs aimed at improving supplier performance, reducing costs, and improving the value and benefit to the business • Deployed P-Card and AP-Card programs resulting in a 25% reduction in PO volume across the enterprise, improving operating capital, enhancing controls, and a processing cost reduction from $100 a transaction to $15 per transaction • Accountable for transforming the Procurement function from a ‘required step’ to a strategic business driver by deploying Next Gen Procurement programs and driving vendor side sales opportunities so that vendors also become customers. • Created Third Party Oversight program, aimed at creating controls, and enhancing the security of end customer data, while augmenting the Acxiom brand through innovative programs not yet deployed in the industry • Designed and developed Human Capital strategy aimed at improving operational costs and efficiency by leveraging near shore and off shore resources

• Accountable for a Global Supply Chain of $1B+ in Software, Hardware, Services, Consulting and IT Outsourcing in 3 continents, and over 10 countries • Responsible for setting strategy and driving business alignment to help grow Humana’s bottom line and improve customer experience by balancing risk, cycle time, and cost containment goals • Deployed e-Signature capabilities across the enterprise reducing signature cycle time from 19 days to 24 hours generating savings in print, postage, while enhancing visibility, reporting and customer experience • Outsourced own department creating a 30% capacity increase while maintaining head count flat • Created Spend Analytics and Strategic Procurement programs to help measure, analyze, and optimize vendor spend and supply base • Created performance management programs to baseline vendor performance and to create plans to address performance issues and recapture value leakage • Accountable for $100M+ Software portfolio and for driving high quality of service and reduction in costs year over year. • Responsible for envisioning and deploying IT Procurement’s Digital Platform to provide a seamless view of the Procurement Enterprise, detailed reporting and analytics of vendor activity across the enterprise • Outsourced Asset Management execution of major Software vendor portfolio management resulting in a year one ROI of over $6M

• Responsible and accountable for the leadership, best-practices, policies, methodology, governance, and day to day operations of the Global IT Vendor Management organization (ITVM) as well as the effective reporting of relationships and performance of external IT service providers, managing service line P&L of $250M for IT Global partners • Created Mission and Vision for IT Vendor Management Organization, devised execution strategy, roadmap, timeline & socialized and obtained buy-in from executive team and business units • In an 18 month period created ITVM organizational footprint, hired & trained personnel, staffed ITVM service lines, and created an organization from scratch that manages over 500 suppliers, provides governance through IT policies and training, and enables EA to obtain strategic and operational efficiencies resulting in improved quality, value, partnerships and streamlining • Achieved CMM Level 2 capabilities for all ITVM functions in first year and on target to reach CMM Level 3 capabilities by the end of 2012 • Created and formalized Relationship Management programs designed to increase partnership, innovation, and effective communications at the executive and management levels that drove visibility to corporate roadmaps, partner spend, accomplishments, and challenges across the partnership • Responsible for architecting, designing and implementing Global Vendor Spend metrics reporting providing critical operating and financial information to enable data driven business decision making • Developed governance and implemented software licensing , hardware maintenance, and consulting services renewal processes to manage over $200M a year in software, hardware and consulting spend • Worked closely with the Global IT Planning & Analysis service portfolio of peers to proactively identify, communicate, and plan financial updates (negotiations, licenses, maintenance, risks, etc) related to vendors

• Responsible for the development and execution of sourcing strategies, and supplier management for Global Services in Latin America to achieve Advantaged Cost and Continuity of Supply (COS) for the Enterprise Line of Business managing over $1B in partner spend • Accountable for devising and implementing Latin America Procurement strategy to drive Preferred Partner Programs; increase consolidated spend and support consolidated partner growth in support of Emerging Markets Strategy while increasing customer experience metrics • Key leader in building relationships with Preferred Partners and strategic commodities. Own and manage procurement vendor relationships for Latin American engagements, which include: New partner identification and qualification, partner management, NDA process adherence, RFI and RFQ preparation, SOW creation and oversight, price negotiations, preferred vendor identification, on-boarding, and performance management • Responsible for multi-million budget optimization effort to scale the Latin America services business, increase the Customer Experience and optimize partner management spend and utilization • Accountable for multi-million dollar service contract and acquisition management for Latin America Infrastructure Consulting Services and Managed client solutions • Travel to Brazil, Mexico, and SOLA on a quarterly basis to establish and build relationships with partners and to meet with local sales, marketing, and operations teams to conduct quarterly business reviews and to build peer and executive relationships across the Business Units

• Responsible for delivering supply chain infrastructure solutions (Wintel, Linux, Novell, VMware, SAN) in support of Dell’s global manufacturing strategy meeting the I/T goal of 97% on time project delivery and 99.99% system uptime and reliability • Developed and continuously improved IT supply chain solutions by applying sound IT development and delivery methods through a top notch global IT team, which resulted in increased uptime trends while minimizing revenue loss due to unplanned downtime across the enterprise in order to support an over $100M+ USD a day operation • Single point of accountability for providing Level 3 24x7 operational escalation pathways to support mission critical supply chain and manufacturing issues across the global manufacturing enterprise • Successfully created and implemented global engineering “Follow the sun” strategy designed to provide 24x6 project delivery and 24x7 mission critical support leveraging global talent which resulted in increased on-time project delivery metrics and positive uptime trends while improving work life balance of engineering staff across geographically dispersed regions • Managed on site global teams in Brazil, Ireland and Malaysia to better understand challenges of cross time zone, cultural, and communications challenges and devised strategies to successfully bridge those gaps • Demonstrated experience in managing multi-million dollar supply chain infrastructure budget including the engineering budget for the construction of factories in The US, Brazil, India, and Poland • Created a customer oriented culture and focus where rapid response, restoration of service, and business value-creation, on time, every time is valued and becomes business as usual

• Global Manufacturing, Finance & Supply Chain (GMFSC). Responsible for envisioning, planning, development and execution of critical strategic projects for the DELL global supply chain • Partnered with business units to identify supply chain issues, and utilized BPI and clean sheet processed to understand challenges, model capacity, flow and choke points and developed strategy to improve velocity, minimize costs, and eliminate risks with minimum supply chain disruption and downstream effects • Accountable for supply chain infrastructure identification, budgeting, acquisition, benchmark planning/execution, and systems deployment / implementation • Proven record of leading cross-organizational teams to address complex and global problems • Demonstrated ability to lead complex, cross-organizational projects across multiple geographical and organizational boundaries • Utilized BPI tools and processes to lead and manage projects designed to reduce supply chain risk, OPEX while increasing system efficiency and effectiveness • Accountable for ensuring critical supply chain and manufacturing, financial and revenue systems were fully DR compliant across global data centers