Ownership of all up-stream Supply Chain functions for entire international Wheel and Parts business ($21M inventory), from long term inventory forecasting through solutioning discontinued stock.• Sustainable lead time reduction negotiation with oversees manufacturing partners shortened cycle by +21 days.• Mentored and developed early- and mid-career team members, with a member internally promoted.

Responsible for a team completing purchase-to-receipt of $112M/month across 7+ Tire and Auto Parts Vendors. • Improved inventory health by +19% with innovative purchasing strategies, reducing chronic out of stock by -20%.• Optimized supplier delivery appointment adherence with scorecard collaboration sessions resulting in improvement of average weekly missed appointments from 40.8 to 14.6.

• Established and led ATD’s first strategic Supply Planning team, aligning merchandising and supply chain to implement brand-specific strategies through complex supply chain manipulation.• Reduced unproductive inventory levels by $7M per month through implementing an automated inventory rebalance process and establishing vendor fill-rate agreements and a robust PO forecasting structure.• Revamped the Executive S&OP process to more efficiently close gaps to AOP across the organization.

• Achieved highest forecast accuracy in the team by effectively managing and optimizing forecasts for 14M+ units across the United States and Canada, resulting in improved supply chain efficiency.• Functioned as a project manager for planning system enhancements (SO99+), enabling successful collaborations for customer and channel specific planning reviews throughout the business.• Led the monthly Executive Sales and Operations Planning (S&OP) process, presenting data-driven insights and recommendations to senior leadership, facilitating informed decision-making.

• Lead demand, supply, inventory planning, and channel specific S&OP processes for three sales channels.• Managed the relationship with one of the company’s largest distributors through monthly meetings, consistent communication, and credible data analytics.

• Generated $1M est. savings through a 6-month OpEx project to pinpoint gaps between Supply Chain and Customer Service.

Authored “Perceptions, Uses, and Responses to Marketing of E-Cigs: A Survey and Experiment Among USC Undergrads”