Report to the Business Process Director of Manufacturing. Responsible for the deployment of Coke One North America (CONA) solution and business processes.Accountable to Design, Build and Improve business processes, data standards, manufacturing and integrated customer solutions for CONABusiness Lead for Production Execution and Plant Maintenance for the Pacific Northwest manufacturing site locationsResponsible for the coordination of manufacturing transition activities including but not limited to best practice sharing, data standard management, SAP testing and acceptance, SAP and business process development, training and site go-live transition.

Reporting directly to the Group operating committee W&J BU Director with a dotted line to the Group Supply Chain Director. Functional responsibility for Water & Juice Operations across Hellenic CSE territories which represents 30% of the annual volume of CCH and 10% of NSR of over 540m € per annum. Responsible for the development of a category specific BU for Central Southeast Europe.Developed the Water & Juice manufacturing/Commercialization strategy along with supporting tools based on three pillars with outstanding results.Waste- Improvement of Asset Utilization by over 8% during peak season through optimization of the manufacturing network through the sale, closure and/or idling of assets.Packaging- Reduction of packaging weight by 25%, Expansion of Plant based sustainable material to 9 CSE countries and over 100m u/c, Juice SKU rationalization from 192 SKUs in 2014 to 143 in 2015 and the reduction of formulas in CSE from 97 in 2013 to 30 in 2016 through system harmonization. Innovation- Launch of Pulpy Bits proposition along with Cappy Great Start across CSE delivering double digit volume growth in a slow growth category.

Reporting directly to Director of Nestle Continuous Excellence, responsible for the rollout of the “One Operating Model” across 6 business functions, with 9 reports and a team of 23 through matrix structure.Utilized my expertise in Leadership and change management to prepare the operation and back office functions for TPM/Lean rollout.Trained and coached 17 factories on the implementation of Goal Alignment principles covering Leadership, Operational Master planning, Operation Reviews, Measures, and Problem Solving. During my tenure five factories earned global approval and distinction by Nestle as Total Performance Management ready based on global approval criteria’s.Two of five factories initiated phase 0 of TPM.

Reporting directly to the SVP of Supply Chain, responsible for the development of Senior Supply Chain leaders, Safety and OPEX savings objectives across 7 global operating zones, through a team of 6 SC experts and 7 SC safety coordinators.Demonstrated superior leadership of an expert multinational supply chain team that generated long/short team operational improvement initiatives.Savings of more than 22m CHF through optimized Production/Distribution Networks and Transport tenders. Ensured supply while improving total delivered cost by 4% yearly through cross functional alignment and the use of basic problem solving tools.Led a change management program to transition safety from a priority to a core value through the use of leading indicators and self-assessments delivering a 20% improvement in total injuries.Responsible for the development of senior supply chain by leading the Nestle Waters Global Supply Chain College which focused on Leadership Behaviors, Lean Principles and Best Practices.

Reported directly to the SVP of Technical; responsible for the development and implementation of TPM/Lean program for Nestle Waters across 7 global operating zones. With 7 reports and a team of 600 through a matrix structure over 13K employees where engaged delivering savings of more than 300m CHF. Nestle Waters lead representative in the development of Goal Alignment principles, which is the largest change management program to be implemented by Nestle.Improved operational performance by defining 7 strategic zones/markets and implementing Goal alignment principles of Zero Waste, One Team and 100% engagement.Increased operational efficiency of manufacturing lines by more than 9% while reducing production variance to 3%.Earned distinction as leader of first globally approved location for Nestle to start TPM.Created and led the global deployment of Focused Improvement Pillar through the use of Six Sigma certification.

Full operational and P&L responsibility through the leadership of 6 direct reports and 100 team members. Demonstrated leadership agility by successfully managing a complex operating environment through change. Improved productivity by more than 7% while reducing operating costs using expert change management technics to transition site from eight hour shift to 12 hours shift, reducing overtime by 25%. Motivated, Engaged and Developed employees to improve operating standards to transition to a state of the art high performing factory.Successfully decommissioned a legacy factory while improving productivity and keeping costs within budget. Engaged employees through the use of root cause analysis and DMAIC projects to drive continuous improvement.

Increased Direct Ship from 5% to over 50% through minimal investment and order management collaboration with customer service generating more than 1m annually. Outsourced internal warehouse to 3PL service provider saving 8% per case in handling and fixed cost improvement through the lease of space to the 3PL provider.Improved imports payload through the re-palletization of products to maximize container density.

Responsible for the long term planning for three manufacturing facilities which included the procurement of all raw materials and direct coordination with the sales and logistics functions

Managed two high speed distribution facilities along with several short term third party flex sites.