Robin Pasini

Current

Director - Operations Analysis - Process Engineering at Capital One

Past

Director - Strategic Sourcing at Circuit City Stores, Inc.
Strategic Sourcing Manager at Circuit City Stores, Inc.
Category Manager at Circuit City

Six Sigma Blackbelt at Circuit City

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Education

University of Vermont
Douglas MacArthur High School

Recommended

5 people have recommended Robin

Connections

381 connections

Industry

Logistics and Supply Chain

Robin Pasini’s Summary

Seasoned Strategic Sourcing Professional. An extremely capable negotiator and leader with excellent interpersonal, communication, organization and mentoring skills. Proficient in negotiating pricing and other critical commercial elements; sourcing goods and services across retail indirect spend categories; negotiating business and legal elements of contracts; and executing sourcing strategies to substantively reduce indirect costs.

Six Sigma Blackbelt with experience applying the Six Sigma methodology to solve business critical problems.

General Manager with experience opening, staffing, and managing new locations. Responsible for all aspects of the stand alone business unit including operational performance, financial performance (P&L responsibility), human resource management, customer service, facilities management, and store relations.

Strengths: Command * Achiever * Ideation * Deliberation * Analytical

Robin Pasini’s Specialties:

Strategic sourcing, purchasing, negotiating, contracting, leadership.

Robin Pasini’s Experience

Director - Operations Analysis - Process Engineering

Capital One

(Public Company; 10,001 or more employees; COF; Financial Services industry)

June 2008 — Present (1 year 2 months)

Sets priorities for areas of accountability supporting strategic goals with partnered stakeholders. Manages execution of these priorities, overcomes obstacles and delivers results. Leads teams of analysts, process managers and/or project managers to collaborate cross-functionally to achieve shared goals. Integrates broad business knowledge and analytical insight in developing recommendations and creates solutions to improve current processes.
�� Define strategies and set priorities by partnering with business leaders to meet shared goals.
�� Accountable for managing various processes such as analysis and reporting and service level agreements and finding solutions to troubleshoot issues and process breakdowns in core business function.
�� Lead the planning and execution of process improvements and organizational change management
�� Develop and motivate project/process managers and analysts
Director - Strategic Sourcing

Circuit City Stores, Inc.

(Public Company; 10,001 or more employees; CC; Retail industry)

March 2006 — February 2008 (2 years)

Responsibilities include: develop and implement strategies and plans to reduce indirect spend enterprise-wide; lead, mentor, and develop team of buyers and sourcing professionals; negotiate pricing and contracts for professional services, IT hardware and software, marketing agencies, construction, travel, fleet, maintenance, general supplies, imaging, HR services, support electronics, supplemental labor, and other indirect spend commodities; build solid relationships with key executives to execute a centralized procurement model focused on demand management, compliance, and negotiated savings; and collaborate with cross functional groups to identify and complete indirect sourcing activities.

Key accomplishments:
• Negotiated savings of $60M on spend of $500M.
• Negotiated in excess of 1000 contracts.
• Implemented VMS for IT staff augmentation.
Strategic Sourcing Manager

Circuit City Stores, Inc.

(Public Company; 10,001 or more employees; CC; Retail industry)

November 2004 — February 2006 (1 year 4 months)

Responsibilities include: support company wide indirect procurement activities through contract management and vendor negotiations; collaborate with internal customers, Legal, Treasury, FP&A, and Risk Management to review and negotiate new vendor contracts in an effort to minimize risk and maximize savings; negotiate pricing for significant expenditures, commodities, and new store locations; administer internet auctions; and provide purchasing support of key programs including point of sale replacement, merchandising systems transformation, and promotional systems transformation.

Key accomplishments:
•Negotiated savings of $21M on spend of $300M.
•Developed contract database to streamline the workflow and retention of contracts.
Category Manager

Circuit City

(Public Company; 10,001 or more employees; CC; Retail industry)

March 2003 — October 2004 (1 year 8 months)

Managed and developed buying team comprised of 5 buyers, 2 associate buyers, and 2 procurement coordinators responsible for $150M in indirect spend spanning more than 20 different commodities. Collaborated with internal customers and suppliers to identify and capitalize on cost savings and process improvement opportunities. Specifically, conducted face to face and internet negotiations; implemented inventory strategies to improve inventory performance, shift inventory risk and consolidate disparate indirect supply chains; executed sourcing strategies in concert with sourcing group and outside consultants to drive down cost; and developed and implemented systematic tools to better manage commodities.

Key accomplishments:
• Saved $12.6M in assigned commodities.
• Reduced backorders for parts for new stores from by 95%.
• Consolidated 2 indirect warehouses and implemented an alternative new store parts delivery program, reducing inventory by $900K.
Six Sigma Blackbelt

Circuit City

(Public Company; 10,001 or more employees; CC; Retail industry)

October 2001 — February 2003 (1 year 5 months)

Improved critical business processes and harvested substantial financial returns by leading cross functional project teams through a formal problem solving methodology. Managed multiple projects simultaneously employing the following key competencies: project management, team leadership, change management, building trust, presentation skills, analytical skills and communication skills. Specifically, delivered sustainable process improvements that addressed repair quality, parts inventory efficiency, inventory balance returns, and parts cost per repair.

Key accomplishments:
• Completed parts inventory efficiency project on time for a savings of $1.7M.
• Completed repair quality project on time for a savings of $970K.

Robin Pasini’s Education

University of Vermont

BS , Business Finance , 1986 — 1990

Activities and Societies:

Phi Gamma Delta,
Varsity Crew Team
Douglas MacArthur High School

1982 — 1986