Executive leadership and end-to-end responsibility to create a cost effective supply chain that delivered excellent service levels reporting directly to the CEO. Built the Operations team and created an environment of continuous improvement across Operations, Planning, Customer Service, Logistics and Warehousing. Developed cross-functional partnerships with Design, Marketing, Sales and Finance to establish strategic initiatives and deliver financial plans. Implemented forecasting, inventory management and supplier capacity best practices to ensure optimum and cost effective product availability. Created management reporting visibility throughout the entire organization. • Developed framework to transition from HK local agent to direct-to-manufacture sourcing model. Consolidated suppliers, reduced product costs by 20+%, lowered production minimum order quantities and extended payment terms.• Implemented an S&OP process linking the company’s top-down sales forecast with a bottoms-up, item level forecast. • Changed vendor pricing from FCL/LCL to Ex-factory basis and used a 3PL to provide China freight services resulting in better loading utilization, fewer containers and reduced Sourcing Agent fees. • Reduced vendor stored inventory by over 50% purchasing long lead-time materials rather than producing finished goods to shorten production lead-time. • Improved weekly order replenishment process from 5 to 3 days and reduced customer chargebacks by 75% for largest customer. • Reconfigured warehouse layout, pallet stacking heights and separated slow-moving inventory creating 25% more space and eliminating outside seasonal warehousing.• Created Operations management reports including daily shipping and orders, inventory, production planning and vessel loading plans. Supply Chain Consultant, November 2014 – May 2015

Led corporate, cross functional project aimed at reducing total packaging spend by 10-15%. Evaluated Mattel’s efforts regarding global sustainability, new materials and automation.• Achieved estimated $108MM in packaging savings across three areas: master cartons, retail packaging design and procurement practices.• Implemented Design-for-Manufacturing packaging development process partnering D&D with Manufacturing early in development cycle. Focused on use of standard designs and/or materials improving on-time production starts, production ramp up and overall speed to market.

Executive leadership in areas of customer forecasting, demand management and order management. Managed team of approximately 100 people to execute $3.0B Mattel Brands U.S. Sales and Marketing business. Identified cost savings, simplified processes, improved reporting tools, enhanced systems, stream-lined organization and adopted leading business practices to deliver financial objectives. Focused on improved partnership between Sales and Global Manufacturing plus aligned business processes between Mattel Brands and Fisher-Price Marketing organizations.• Reduced net inventory by 58% ($83MM), closeout sales 70% ($57MM) and air shipping expenses by 80% ($6MM).• Delivered annual financial plans five out of six years effectively managing through Mattel’s lead recalls (2007), global financial crisis (2008) and fashion doll plant capacity constraints (2009-2010). • Reengineered Direct Import (DI) planning and order management processes. Mattel Brands DI business grew 5x exceeding $550MM between 2006-2011.• Assumed responsibility for customer forecasting, order management and DI sales administration for Fisher-Price Brands. Led project to standardize processes, align systems and restructure organization. Created new available-to-promise tool providing weekly promises 8 weeks in advance. • Achieved supply chain certification with Target and Kohl’s. Reduced chargebacks from Target by $700K. First toy vendor to receive an “A” scorecard from Kohl’s leading to supplier of the year.• Led cross-functional team to minimize business interruption due to a collapsed roof in distribution center. Required six months and 100,000 man-hours during peak-shipping season to restore distribution center back to normal operations.• Created and implemented sales finance function in 2004. Primary responsibilities included managing $30MM Sales overhead budget, tracking and analysis of $100MM trade promotion spend and reviewing annual sales policies.

Managed demand planning and inventory management for $1B European sales and marketing organization. Implemented cost savings ideas and inventory management best practices across the eleven European offices. Directed European sales research including point-of-sales and market share analysis. • Created and implemented Mattel’s European regional demand planning process including system design, providing analytical and reporting capabilities through data warehousing and developing the twenty five manager and planning analysts within the region. Centralized demand management process in Europe to improve product flow from manufacturing and share inventory between countries through common packaging and regional distribution centers improving inventory utilization while reducing both inbound and outbound transportation costs.• Centralized sales research for Europe. Created standard market research reports for five largest European markets and consolidated into regional executive summary. Simplified communication and provided consistent insights across brands and markets. Standardized data requirements across markets, leveraged scale to lower contract costs and reduced headcount.

Supervised team of approximately ten Senior Financial Analysts. Consolidated manufacturing financial statements related to annual plans, quarterly forecasts and monthly actuals including identifying risks and opportunities for senior management. Developed annual standard manufacturing cost rates, overhead and capital budgets. Determined where product would be produced ensuring overall plant loading required to deliver financial plans. Analyzed cost to manufacture between plants located in Asia, Europe, Mexico and U.S. Provided analysis and recommendations for strategic Division issues involving relocating manufacturing facilities, product sourcing, manufacturing capacity, tooling and productivity. • Determined and monitored Mattel’s restructuring reserve ($32.2MM) as well as two-year cost savings projection ($5.7MM and $19.9MM) related to the acquisition of Tyco Toys and their European Marketing and Sales offices. Developed and implemented Tyco product resourcing strategy.• Integrated Fisher-Price manufacturing financials into Mattel’s reporting requirements, trained financial staff, created consolidated product sourcing strategy and completed FP/Mattel Mexico manufacturing cost comparison allowing the company to reduce its manufacturing footprint from five to two plants.• Conducted two major cost/benefit studies. Italy vs. Mexico large cube production that resulted in sharing tooling rather than creating multiple sets of tools. Analyzed cost to build tools in Malaysia vs. China that resulted in relocation of Mattel’s Malaysian tooling facility to China.