Leader of a global team of 175 people supporting demand and supply planning, production scheduling, customer service operations and supply chain transformation initiatives.

Direct S&OP deployment and customer service operations with a team of 40 people in Advanced Materials, a $0.75B business.• Created the organizational structure and defined roles required to integrate the Prince International and Ferro companies.• Delivered 7% reduction in net inventory in the first 5 months. Upgraded business analytics to right-size inventories.• Designed and implemented aggregate demand and supply planning processes. Created playbooks for the corporate S&OP center of excellence.• Modernized the OTIF definition and provided centralized data collection to support delivery failure root cause analysis.• Conducted assessments of the master production scheduling process at 21 sites, provided functional training and developed business process improvement plans.

Direct S&OP deployment and lead a 40+ planning team in Braking Systems, a $0.5B business• Assessed health of the S&OP process and created a multi-generational road map to increase one stage of maturity. Developed the organizational model, standard roles & responsibilities, and renewed 20% of the planning team to support the S&OP roadmap.• Developed RCCA processes to enable reduction of past-due deliveries by 65% in one year. Identified lack of enforcement of sales lead times at order intake and poor lead time master data quality as two of the main causes of OTIF failures. Chartered an SAP solution for improved date fields usage and generate reports to track sales policy adherence. Created framework for master data governance and quality improvement process. Lead times for more than 5,000 SKUs were updated and the process to sustain was defined. • Led COVID-19 planning response. Designed and implemented a sales and execution weekly business review focused on the 0-3-month window. During the downturn, the process resulted in better synchronization of supply and demand, a ~50% reduction in purchased materials and a 20% reduction in active gross inventory. During recovery, the time and materials buffering strategy protected material availability and revenues by up to 15 percentage points.

Lead the planning and capacity management activity of the $0.8B Titanium enterprise• Performed SI&OP assessment utilizing Oliver Wight framework. • Developed comprehensive supply chain functional improvement plan.• Led implementation of the business planning processes by product family.• Executed first in kind on-time in-full (OTIF) baseline assessment. Identified fundamental failure causes and launched operational improvements to support a 15 point OTIF increase.• Represented the supply chain function in interactions with top customer accounts.• Reduced 60% of off-quality inventory by redeploying to other saleable end uses

Managed team of 50 including supply chain managers, planners and consultants and operations Six Sigma staff for $2.4B advanced materials business. Drove integration of company’s production system and Six Sigma continuous improvement competency models.

Led Contract Manufacturing Center of Excellence activity, including organizational development of global contract manufacturing staff. • Reduced risk index for outsourced operations 50% during tenure by establishing operating standards and tool kit for all phases of contract lifecycle. • Created competency model for contract manufacturing roles. Designed and deployed 1st ever contract manufacturing learning program with highly satisfied targeted audience.• Established and led regional networks, proving instrumental in rapidly driving adoption of improved management practices.• Led execution of cross-industry benchmark study utilized to refresh strategy for value extraction.

Supply leader in the pilot Demand Led Fulfillment project for a $2 billion polymers business. Designed and implemented "Natural Supply Chains", resulting in >10 point increase in delivery to promise, 20% reduction in inventory value and record low costs for expedited shipments.

Manager of Six Sigma Black Belts chartered to execute supply chain and manufacturing process improvement projects, delivering up to $18 million of pre-tax savings and $15 million of working capital reductions annually in a $2 billion chemicals business.- Implemented supply best practices for executive sales and operations planning.- Pioneered implementation of Lean Enterprise concepts and tools.

Executed projects that delivered $3 million in pre-tax income benefits via sales and marketing and supply chain improvement projects for a $2 billion chemicals businesses.

Institutionalized the use of the Supply Chain Operations Reference metrics, attaining over 90% on-time deliveries, demand forecast accuracy and production to plan performance in a $75 million global industrial chemicals business.

Technical support for the restructuring of Crop Protection´s worldwide manufacturing activities of the sulfonylureas business segment.

Responsible for process and product quality optimization programs in an agrochemicals synthesis plant. Led scale-up and commercial start-up of two new active ingredients. Led programs to increase production capability by 50% and delivered $1 million in yield improvement savings.

Second line supervisor in an agrochemicals synthesis plant, responsible for meeting safety, cost and production performance targets. Led programs to increase production capability by 30% while reducing workforce by 30%. Delivered $3 million in yield improvement savings.