Jon Spiesman

One Percent Better Leader

Just like other skills, leadership is something that improves through willingness and consistent practice.  No one becomes a true leader overnight, but working at it consistently and targeting small improvements over time leads to great results!  Are you willing to put the effort in to get 1% better today?  OPBL is dedicated to helping leaders achieve their goals 1% at a time.

Founder and CEO

Tala Peak Leadership, LLC

"Culture eats strategy for breakfast" - Peter Drucker.  I help leaders intentionally build the culture of their organizations and exceed their goals.  Tala Peak Leadership works with leaders to analyze their situation and create a specific plan to shift the culture of the organization and create measurable results.

Managing Owner

Center for Executive Coaching

Certified Executive Coach 

Bayer

Business lead for Integration of Bayer and Monsanto entities, business processes, and ERP systems.  Set up enterprise project governance and project management systems for $200M integration effort.  Identified and recruited talented leadership team.  Drove collaborative teamwork across teams of Monsanto and Bayer experts, senior executive stakeholders, and complex business teams.  Maintained highly engaged teams throughout grueling and intense 2 year project schedule through visible and authentic leadership, fun and engaging team activities, and regular newsletters and town hall style communications.  Project stakeholder management and communications was considered best-in-class internally and was implemented on other enterprise critical projects.  Creatively addressed the challenges that COVID placed on a global project team to achieve an on-time implementation with fully remote teams.

VP, Business Lead US/CA Integration Project

Continuation of Monsanto role through transition to Bayer ownership.  Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing ~$200M of Logistics spend.  Leader of cross functional team, each leader with diverse and independent functions and sometimes diverging interests.  This role required a CEO mindset to elevate vision of team success and foster collaborative teamwork.  Consistently maintained highest levels of engagement scores within function/division/region by prioritizing communication, clear goals, employee trust, and celebrating wins.  Success required effective team building, stakeholder management, authentic leadership presence, and high personal accountability and credibility.
Notable Accomplishments in Team Performance and Innovation Leadership:
•	Defined and implemented new business model pilot for outcome-based pricing and direct to farm delivery
•	Implemented Monsanto’s first Digital Transformation of customer experience encompassing B2B strategy, customer portal strategy, digital finance tools, and market funding tools.
•	Implemented TMS system for transportation optimization and shipment visibility – project won global recognition from JDA for customer value creation, completed on-time, and achieved savings goals.
•	Implemented perfect order metric to drive improved customer experience and streamline processes
•	First implementation of Robotic Process Automation – automating ~10,000 process steps in first year.
•	Implemented hub support model across select support functions to enable standardization and efficiency gains of 20% in cost and resourcing

Director, North America Customer Care

Monsanto Company

Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing $200M of Logistics spend.  Responsible for customer support and account management, logistics and delivery, and business process support for $8B revenue business.  Lead team of ~500 with $50M direct budget managing ~$200M of Logistics spend.  Leader of cross functional team, each leader with diverse and independent functions and sometimes diverging interests.  This role required a CEO mindset to elevate vision of team success and foster collaborative teamwork.  Consistently maintained highest levels of engagement scores within function/division/region by prioritizing communication, clear goals, employee trust, and celebrating wins.  Success required effective team building, stakeholder management, authentic leadership presence, and high personal accountability and credibility.
Notable Accomplishments in Team Performance and Innovation Leadership:
•	Defined and implemented new business model pilot for outcome-based pricing and direct to farm delivery
•	Implemented Monsanto’s first Digital Transformation of customer experience encompassing B2B strategy, customer portal strategy, digital finance tools, and market funding tools.
•	Implemented TMS system for transportation optimization and shipment visibility – project won global recognition from JDA for customer value creation, completed on-time, and achieved savings goals.
•	Implemented perfect order metric to drive improved customer experience and streamline processes
•	First implementation of Robotic Process Automation – automating ~10,000 process steps in first year.
•	Implemented hub support model across select support functions to enable standardization and efficiency gains of 20% in cost and resourcing

Promoted to Lead cross functional team including Customer support and account management, logistics, demand and distribution planning, and business process support for $6.5B revenue business.  Success in this role required strong partnering and negotiation with sales and marketing functions and functional global leadership.
Notable Accomplishment Areas in Operational Excellence and Innovation Leadership:
•	Led first Monsanto implementation of SFDC – over 1M cases, 36% increased NPS, 49% reduction in resolution time, and 32% improvement in customer effort score.
•	Implemented Monsanto first mobile track and trace and delivery feedback process, enabling real-time feedback on 19,000 deliveries with a satisfaction rating of 99%.
•	Implemented new OTC system to enable movement of $800M brand to agency model.
•	Established dashboards, metrics, and governance processes to drive consistent operational excellence across business lines.  The improved target setting and harmonization between functions delivered $10M in logistics savings, improved OTD, and a 90% variance reduction against quarterly targets.

Director, US Supply Chain

Notable Accomplishments
•	Influenced key decisions makers to change the strategic plan for the 5 year soy crop LRP through creation of a model to help bring visibility to hidden costs and risk associated with the ramping up of new product volumes.
•	Created and implemented novel contingency plans to replace 20% of total supply plan impacted by historic 2012 drought conditions.

Director, North America Soybean Seed Mfg

Notable Accomplishments:
•	Led first Monsanto implementation of new SC model integrating Procurement, Planning, Logistics, and Customer operations into one organization.  
•	Post-centralization of Customer Service function led a full re-evaluation of the function and the OTC processes which led to several impactful initiatives including:  Implementation of a new distribution model in Italy reducing product returns by 50% with an increase in sales, implementation of a front/back office split in Customer Service enabling 50% improvement in efficiency and labor arbitrage of $2.5M USD to East Europe.
•	Designed and implemented a new Procurement model for EMEA, increasing staff H/C from 1 to 45 but reaching breakeven savings 7 months into first year and 2X committed financial contribution over 3 years ($70M USD).
•	Led definition and implementation of first measure of NPS and OTD in EMEA and drove a 10% improvement against baseline in the first year.
•	Oversight of hosted site shutdown and demolition in Antwerp, Belgium including negotiated settlement with asset owners, labor unions, and works councils.

EMEA Supply Chain Director

Manufacturing Business Unit Leader

Monsanto

Production Planning

Area Leader

Site Manager

Freeing Execs to work ON their business instead of IN their business.

You finally have time set for that romantic dinner date with your spouse.  Her favorite location, the smell of butter, garlic, and wine wafting from the kitchen as you imagine a plate of Veal Parmigiano.  The maitre’d seats you and you open the menu as you feel a familiar buzz from your jacket pocket….
Your phone ringing.  It's work…again.

You missed another of your son’s soccer games.  His dejected gaze at his shoes when you explain, it carves at your soul.  That look from your wife….all too familiar.  

You can see that your strategy is outdated, opportunities laying lonely on the table like those magazines articles you keep meaning to read.  

You just need time…you need to get ahead of a few things.  You need freedom to work on your business, not stuck feeling trapped in your business.

You sacrificed much to build your business.  You deserve success….you also deserve to live your life and enjoy what you have built, not be a slave to it.  You can regain your treasured personal time, you can pursue those business opportunities and catalyze the next level of growth.

If you recognize yourself here….there is hope.  You grew your business career one block at a time…the way out of this situation is the same….to grow out of it. 

I use proven coaching frameworks to target measurable improvement areas for your leadership.  True organizational change starts through courageous change with senior leaders like you.  I’m so confident in this process that I offer a results guarantee.  You will see measurable improvement or you don't pay.  What do you have to lose?

Want a leadership master-class? The Johari window is a pretty good candidate.

Leadership is relationship…when relationships and trust are strong, you have a good chance as a leader.

The Johari window is a framework to expand trust and achieve potential.

The “arena” is where you can openly lead….leveraging your strengths and those of others to achieve results.

In the arena - you build trust through competence and leading with humility.

You also build trust through vulnerability - sharing some of the hidden things in the ‘facade’.

What are the things that you lose sleep over? What are you working on to be a better leader?

Vulnerability requires a lot of courage but it brings humanity into the leadership equation.

When you have gained enough trust, you may start to learn about “blindspots”.

In my last post, we talked about blindspots….negative or positive, they represent opportunity.

A workplace with trusted relationships allows for exploration into the “unknown”.

When you are consistently expanding the arena by shrinking the other three quadrants….I would wager your results will be strong.

It may seem oversimplified to think about this with a 2x2 matrix.

But if you really think about it….does leadership need to be more complicated than this?

What is missing for you?

Have you seen or used the Johari window before?

💡Leadership Tips that make you think
🔔 Follow me or connect if you are cheeky

Best sketchnote by Tanmay Vora ✍️ — make sure to give him a follow!

#EncouragingLeaders #JohariWindow #Leadership #Trust #GreatPlaceToWork #LeadershipDevelopment

CNOOC International

•Expertly identify and procure high-quality materials and goods, that align with organizational needs and objectives.
•Successfully negotiate favorable prices, terms, and delivery schedules with suppliers to enhance cost-effectiveness and supply chain efficiency.
•Cultivate and maintain strong, strategic relationships with suppliers to ensure consistent and reliable supply chain operations.
•Identify and implement opportunities for cost reduction and process improvement, driving overall procurement efficiency.

SCM Buyer | Materials Category

ConocoPhillips

•Managed the Identification, evaluation, and selection of suppliers capable of meeting the specialized needs of turnaround activities, establishing a strong relationships with key suppliers to ensure reliable and timely delivery of materials and services.
•Prepare and issue RFPs/RFQs for required materials and services with clear and comprehensive SWO, and negotiate terms, conditions, and pricing with suppliers to secure the best possible outcomes.
•Identify potential risks related to supply chain disruptions, develop contingency plans, and proactively address any issues impacting the turnaround schedule or budget, and  provide regular updates to project managers and stakeholders
• Category Manager for Skilled Trade | Surface Rental | Specialty gases | Scaffolding | Insulators | Turnaround |

Contract Specialist O&M and Turnaround Projects (Airswift Contract)

Repsol

•Procurement Strategy: Developed and implemented procurement strategies aligned with the organization's goals and objectives. This involves conducting market research, identifying potential suppliers, and negotiating contracts.
•Contract Management: Managed the lifecycle of contracts, from drafting and negotiation to execution and renewal.
•Vendor Management: Establishing and maintaining relationships with suppliers and vendors, evaluating vendor performance, resolving issues or disputes, and conducting supplier audits. Managed all pre- and post-award vendor relationships, including contract compliance, performance monitoring, and risk management.

Senior Procurement and Contract E&P - Category O&M (Excellent Center)

Maple Leaf Foods Inc

•Enforced Lean Office minimizing POs amending and increasing POs compliance up to 89%.
•Implemented MOQ (minimum order quantity) with automation set reorder points, reducing stock out parts delivered to the manufacturing facility by 20%.
•Re-Designed the inventory Management establishing VMI to forecast customer demand and manufacturing work orders requirements generating a cost savings of around 8%.

MRO Buyer (Remote)

Equinor

•Integrated Strategic Sourcing and Contract Strategies for Engineering Drilling activities, using SBR reduction (Supplier Base Reduction) to obtain savings increase of up to 3%.
•Managed highly complex Legal Contracts, MSAs, and Amendments, implementing the usage of SRM Catalog post-award, which directed a 20% decrease in non-value activities.
•Maximized Market Research that led to an increase of 10% in alternative vendors classified as a sole source for FPSOs Operations and Maintenance.

Senior Buyer (Drilling Category) - Airswift Contract

•Overhauled procurement efficiency by implementing standardized buying procedures, resulting in a 20% reduction in lead time for the acquisition of goods from suppliers, thereby enhancing overall production timelines and the delivery of quality products.
•Accelerated the tracking of open POs and open invoices status, which brought 30% P2P reductions, resulting in new agreements with vendors for price reductions.
•Designed a new process for filling and recording documents related to purchasing activities, including contracts, vendor changing, increasing efficiency for C3 audit, and reducing non-compliance by 35%.

MRO Buyer 

Guidepoint

•Identified Best practices helping clients determine the impact of Sustainable Supply Chain Management technologies, and how to establish new business opportunities, accelerating operational savings by around 5%.
•Developed and assisted new customers to implement new documentation for SOPs and smart usage of SAP MM which improved efficiencies by 15%.
• Provided monitoring for new procurement strategies for Engineering Department (Dry Dock Maintenance Repairs) new markets which increased service level by 13%.

Independent Procurement Advisor Energy Category

Brandon University

2nd Degree BA Business Administration and Finance

Repsol Sinopec Brasil

•Standardize new agreements for Upstream operations and Maintenance to secure long-lead items delivery, reducing bottleneck and SKUs in stock by 20% for Risers and Wellheads.
•Implementing contract Lifecycle Management tool accelerating contract revisions for CMSA, and Amendment, from Legal, Finance, HSE, and Compliance by 30%.
•Managed pre-qualification bidding process from scope definitions, technical and commercial evaluation, and post-contract award including vendor and internal stakeholder (Contract Holder).
•Implemented vendor performance relationship reducing excess and obsolete inventory by 15%.
•Conduct market survey to establish current market condition and availability of resources, to mitigate risk management pre- and- post-contracting awarding, increasing our saving up to 10% annually.
•Implement B2P integrated purchasing management process, reducing lead time finish process in 9 days.

E&P Senior Procurement And Contract Leader

Procurement and Contract Analyst

Objective:
A dynamic Senior Supply Chain Management professional with over a decade of experience in strategic sourcing and procurement within the Oil and Gas Industry. Highly skilled in developing comprehensive sourcing plans, negotiating contracts, and fostering key supplier relationships to ensure timely delivery and cost-effectiveness. Holds SAP and PMP certifications, which enhance the ability to drive cost savings, optimize procurement processes, and support organizational goals

HIGHLIGHTED QUALIFICATIONS
	Developed and executed different categories sourcing plans, considering local/regional market dynamics and strategic commercial initiatives, resulting in $6.7 million in cost savings. Formulated strategies for strategic or critical services/materials to support organizational goals.
	Negotiated contracts and terms, analyzed pricing structures, optimized profitability, and identified cost-saving opportunities. Planned and executed sourcing events including RFPs, RFQs, and RFIs, leveraging market intelligence to drive quality outcomes
	Participated in end-to-end supply chain processes (P2P), ensuring continuous, on-time, and uninterrupted flow of materials for Production, Maintenance, Repair, Operations , Field Service, and R&D projects consistent with company policies while optimizing the supply base for cost savings.
	Validated and maintained an approved supplier list (ASL) for assigned categories, ensuring adherence to company's  code of ethic and principles, and documented category strategies.
	Managed end-to-end procurement process for complex EPC projects, including developing procurement strategies, conducting market research, evaluating suppliers, and negotiating favorable terms and conditions for a dry-dock project involving the construction and refurbishment of drilling rigs, ensuring timely delivery and compliance 

A results-oriented professional with a diverse background in international project management, I bring extensive experience gained from working in China, Canada, and Brazil. My career has spanned various sectors, including EPC (Engineering, Procurement, and Construction) projects and shipyards, Drilling sourcing activities, and O&M sourcing strategies, allowing me to develop a multifaceted skill set and a keen understanding of global business operations. 

My international exposure has honed my adaptability, cross-cultural communication, and problem-solving skills, enabling me to excel in complex, cross-border environments.

taplio

The Battle

Jon Spiesman

Alex Costa, PMP®, MBA, SAP MM Certified

Followers

Posts

Engagements

Likes

Performance ScoreJon Spiesman's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Jon Spiesman

Alex Costa, PMP®, MBA, SAP MM Certified

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jon Spiesman's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreJon Spiesman's LinkedIn Performance