Led the NA manufacturing integration of the largest acquisition in the beauty industry history taking Coty from a $5B company to a $12B company. The scope if the integration included defining the operating strategy with the global team, performing a gap assessment comparing the current state to the future state and leading the execution to close identified gaps. The work was performed over the course of one year and was delivered on time. The manufacturing work stream was the first to exit hyper care and achieved normal production numbers two weeks after implementation. Aligned and managed a team made up of 4 different different companies (Coty, P&G, Accenture and PWC) to ensure both roles and responsibilities, work plans, goals and objective were achieved. During this year long project a full conversion of ERP systems, historical data, work process and KPI’s were converted and aligned. This also paved the way for the Europe and Rest of World deployments.Drove the efforts of defining and executing a business ramp down plan, which included building inventory and carefully determining customers’ demand, to ensure the transition was seamless to the customer. This project also included careful alignment with the Global Standards, influencing changes when needed and the coordination with other work streams. My team led the way integrating across work streams and was benchmarked by them for our work on the ramp-up/down planning as well as KPI reporting.

Lead the global manufacturing and distribution sites of the Philosophy skin care business for COTY. This business generates $250 million in gross sales utilizing +500 permanent and temporary employees. The business has two locations, one containing making/filling, and the other late stage differentiation/e-commerce/distribution. Responsible for the delivery of the P&L.

Responsible for developing and implementing a global commodity strategy for secondary packaging covering $140 million dollars to optimize external spend, deliver against key stake holder requirement and meet current/future business needs.

Leader for the high end fragrances and other beauty products which made up $450 million in sales, $140 million in spend and an organization of 14 salary and up to 400 hourly associates.Implemented and Lead the financial and cultural transformation from a departmental structure into a value stream yielding $3.0 million in direct labor savings, $1.4 million in scrap saving, 50% reduction in rework cost and an increase in OEE from 56% to 70% in the first two years as Director.

Led integration of Procter & Gamble business systems into $160 million site with no additional resources. Aligned the senior leadership team and created a timeline for execution which was achieved during the first 6 months of the assignment. This accelerated the strategic 3 year plan targeting $8 million in savings of which 5 million was realized in the first two years.