Lead the development and implementation of the Category Supply Chain strategy for the $8B+ Skin Care business, driving revenue sufficiency, Brand priorities enablement, and profitable margin growth through strategic alignment, cross-functional collaboration, and innovative Supply Chain enhancements.• Translates Corporate and Branded Strategies into actionable Category Value Chain Network enhancements, ensuring alignment with revenue goals and driving profitable margin growth.• Orchestrates cross-functional collaboration and increased Key stakeholder engagement to achieve the 3-year supply chain capacity and capabilities transformation roadmap that delivers strategic category goals like cost of goods optimization, increased speed to market, and enabling effective execution of initiatives.• Utilizes end-to-end data analysis and coordination with cross-functional teams to establish a market-leading Supply Chain for the Skin Care Category, drive product innovation, and positions the business for sustained value creation.

Provided strategic and operational oversight of the $5B+ Supply Chain as part of the Global Brand Lead Team. Led a centralized global value chain team of 33, ensuring strategic alignment and operational excellence, while managing Global Product Go-to-Market strategies for Estee Lauder, Aerin, and Aramis Brands. Achieved Brand objectives globally and drove end-to-end innovation through new product development, digital transformation, and while successfully navigating a period of significant demand variability which includes the COVID pandemic.• Ensured strategic alignment and operational excellence on the Global Supply Chain of 1,500+ SKU’s, 20+ production sites, and 1,000+ of suppliers, resulting in efficient and effective delivery of Brand global objectives for Service, Cost, and Cash.• Successfully revamped the global brand and regional demand planning forums, dashboards, and while strengthening the collaboration with Sales teams on Portfolio Sufficiency analysis to maximize net extra.• Led the delivery of global and regional new product development launches, including the very successful launch of the largest innovation in Estee Lauder Company history – Advanced Night Repair Serum, #1 Global Serum. Drove innovation and growth while operationalizing the implementation of various Digital transformation initiatives for Innovation portfolio management and continuous process improvement in value chain areas ranging from procurement to Branded quality.

Led the NA Baby Care Network to deliver world-class supply chain results and gain competitive advantage in Customer Service, cost, and Inventory within a $2.5B+ multi-billion-dollar category, through strategic leadership, continuous improvement initiatives, and effective multi-functional collaboration.• Achieved world-class supply chain results, enhancing Customer Service, reducing costs, and optimizing NA Inventory management within the multi-billion-dollar NA Baby Care Network category.• Led day-to-day planning operations and decision-making processes, ensuring efficient and effective execution of strategic initiatives and continuous improvement efforts across multi-functional teams (~2000 employees).• Implemented strategic-state-of-the-art continuous improvement initiatives, conducted business sales and operations reviews, and facilitated reporting processes, driving operational excellence and performance optimization within the NA Baby Care Network.

Successfully delivered all North America Supply Chain requirements to facilitate the timely closure of Procter & Gamble's largest and most strategic divestiture, a groundbreaking $11.4 billion deal encompassing 43 brands, 105k customers, and 100+ facilities across 30+ countries. Implemented a comprehensive transition plan, ensuring smooth staffing, training, and operational continuity during the transition period.• Facilitated the seamless transfer of inventory without any missed deadlines, ensuring uninterrupted supply chain operations during the divestiture process.• Managed the complex detangling of brands like SK-II and protected intellectual property throughout the deal, safeguarding P&G's assets, and interests.• Established 2 new shipping points and set up a new planning center with 25+ people to support the ongoing operations and logistics needs post-divestiture.

Led the Supply Chain function on a transition team, ensuring a flawless deal close to a direct competitor while maintaining 100% of deal value, expanding the role, executing Supply and Distribution agreements across 50+ countries, preparing manufacturing sites for divestiture, and delivering a global inventory transition with Information Security protection.• Achieved flawless deal close to a direct competitor, maintaining 100% of deal value, and expanding the role within record time, while closing out work on time and below budget.• Successfully executed Supply and Distribution agreements across 50+ countries, managing forecast translation throughout the business transition to ensure seamless operations.• Led activities to prepare manufacturing sites for divestiture, including Procurement, Engineering, Planning, and legal and HR connections, and delivered a complete global inventory transition with Information Security protection and no major outages.

Led the development and implementation of the Corporate Service and Inventory strategy for Procter & Gamble’s $7B+ end-to-end Supply Chain spanning its 10 Global Business Units, resulting in the highest-ever service results, historical benchmarks in inventory management, and a significant impact on the corporate long-term cash flow strategy through capability building and collaboration.• Achieved highest-ever service results and historical benchmarks in inventory management across regions and categories, enhancing overall Supply Chain performance and efficiency.• Played a pivotal role in influencing the corporate long-term cash flow strategy through capability building, fostering collaboration, and developing frameworks to reduce inventory globally, driving financial sustainability and profitability.• Implemented the Company Wide Service and Inventory strategy, establishing discipline, rigor, and best practices to optimize service levels and inventory management practices, resulting in improved customer satisfaction and cost savings.

Delivered with excellence PG’s Supply Chain Service, Inventory and Cash targets for CVS. PG is CVS’ largest Front Store supplier with ~2,000 skus and $1.6+ Billion in retail sales. Developed improved e2e processes with CVS and within P&G that reduced supply costs and accelerate retail results. Ensured that the right tools, resources and solutions were deployed at the right time to help P&G win in-store at the lowest possible cost. Served as the end-to-end supply chain expert to enable our Sales Team to create shopper demand in the store.

Identified, developed, and integrated Supply Chain solutions into the $800MM Cosmetics NA business plans/initiatives to deliver incremental Sales. Cosmetics Category is one of PG’s most complex assortments [> 600 skus in North America] and fast paced innovation cycles. Collaborated across multiple Customer Teams and Functions to analyze data, identify, and close gaps between our “Go-To-Market” Strategy and our Supply Chain Operating Strategy across North America [N.A.] to deliver "best in class” customer service. Facilitated resolution of all Customer Service & Logistics related issue statements. Assessed and updated current logistics policies, work processes, and systems, and where applicable, collaborated to develop a North America Current Best Approach. Streamlined and optimized the Supply Network Design to deliver best in class cost, cash, and service results.

Renewed the Vision and business case for our $90 million+ Customization Supply Chain. Engaged the Team in developing, owning and embracing the new Vision while building cross organization collaboration. Enabled an improvement vs. 3 yr base in Net Inventory Avg. (-43%), Obsolescence (-33%), lead-time reduction (-2 week) by investing in the people, optimizing critical systems and work processes.

Led Hunt Valley Cosmetics’ largest Operating Department (135+ techs, 7 million cases, 8 lines, > 300 SKUs, and 5 major initiatives) while delivering >1 year Injury Free, 33% reduction in quality incidents, >99% product availability, and while delivering cost commitments.

Delivered 24% headcount reduction and 8% Total Spending reduction while managing a 33% personnel turnover, prototyping effective management delayering, and enabling tremendous equipment and worprocess stepchanges (new computer system & water system, Produce-to-Demand equipment/workprocess changes)