Happily pursing FIRE, open to consultancy or coaching situations

Lead the global supply chain for a high growth, fast paced organization where we empower people with chronic conditions to live better and healthier lives. Responsibilities include S&OP, planning, forecasting, inventory management, risk management, forward and reverse logistics and manufacturing operations.

Joined 23andMe to lead the supply chain organization including planning, procurement, sourcing, inventory management, and logistics. Guided the organization through its most significant growth period since inception.• Enabled explosive growth (500% in 2 years) by launching new products, channels, and enabling new customer experiences such as gifting and product customization. Worked across multiple channels including eCommerce (DTC), Retail, and Amazon.• Ultimate responsibility to ensure product is available for sale globally to all customers across all channels (eCommerce, Retail customers, and Amazon). Required strategically planning and working proactively with procurement, fulfillment and logistics providers to ensure continuity of supply during an aggressive growth period.• Increased manufacturing and fulfillment throughput by >500% across the entire supply chain to sustain a 1-day customer SLA commitment with minimal investment.• Worked with an existing partner to open a 2nd domestic distribution center in less than 6 months to double capacity and ensure continuity of supply to customers.• Strategically developed the supply chain organization adding key new competencies to the organization that facilitated company success. Starting with a team of three, added (at the appropriate time) planning, engineering, NPI, and sourcing capabilities balanced with company growth, profit and customer experience expectations.

In December the company laid off >50% of the workforce when it cancelled the commercial launch of Revolocity and transformed to an organisation to solely support the clinical work of the parent company BGI. Prior to this event, I was recruited to lead end to end supply chain activities including procurement, S&OP, planning & inventory management, logistics and warehouse operations.• Mitigated 30% cost to the company by negotiating new commercial terms with multiple suppliers when the company halted commercialization efforts.• Partnered with the CFO to manage through Q4 cash shortage ensuring supply of goods to the company while maintaining good relationships with global suppliers. • Selected to lead operations for 1st customer deployments (UK, Australia, Netherlands) for Revolocity. • Created business models for end to end supply chain planning and energized team engagement in continuous improvement / Kaizen activities.

Senior Director Procurement & Supply Chain 2009-2013Director Procurement & Supply Chain 2008Led Global S&OP implementation 2007-2008Director Procurement 2006-2007Procurement manager 2005Global operations finance manager 2003-2004Voluntarily left in 2013 for family health reasons + a desire to change industry.• Transformed tactical, localized purchasing function into a global strategic procurement organization;: recognized for innovation and business value (ISM’s Richter award finalist); procurement best practices (APQC). Included direct and indirect spend and multiple complex contract manufacturing relationships.• Led global S&OP implementation that improved on time delivery to 98%, inventory flexibility and reduced product costs by 7%.• Improved speed and quality of new product introduction by creating procurement processes and tools that enabled proactive, strategic supplier selection that resulted in better product quality and material availability.• Led cross functional team to create Asian contract manufacturing capability in Japan, South Korea and China. Enabled competitive sales advantage, improved lead time and lowered product costs 20%.• Designed end to end supply chain for current and emerging products to meet quality, service and financial goals. Managed global inventory ($90M) to achieve cash flow and profit/loss goals.• Enhanced organizational capabilities moving logistics from 3PL to 4PL structure that cut costs 10% and increasing competency. Asked to create and lead a trade compliance function. Proactively integrated trade requirements into company processes to enable sales wins.• Created risk management program that mitigated potential supply shortages and enabled quick response to any worldwide supply event. Presented results at industry events in Singapore and USA.• Engaged in due diligence for acquisitions. Led finance for 4 manufacturing sites (US and Korea) including supply chain and operations FP&A responsibility.

After the business unit I was a part of was acquired, I decided to voluntarily leave Nortel. I attended a culinary school in France and subsequently (and very unplanned) designed, wrote and co-authored a cookbook with the instructor. Managed all activities from concept through development to launch including local business development and commercialization efforts.

Strategic planning, product life-cycle management, and P&L responsibility for reporting, analytical and RoR product categories. • Launched a new product that led to the 1st customer sale in less than 6 months. Negotiated with a competitor to acquire product source code and then led a cross-functional team to launch a product commercially. Made appropriate trade offs to both launch the product and support the long term product road-map.• Turned around a product from lagging position to surpass competitor product offerings within 7 months, assessing strategic position, establishing the business case and leading the team.• Doubled revenue per transaction in reporting through market analysis and creative new pricing model

1999-2002 Finance Manager (CA, Mexico, Canada)1996-1999 Senior Finance Analyst1993-1996 Finance Leadership Development ProgramStarted in a finance leadership program in Ottawa, Ontario and was promoted through multiple FP&A roles working in multiple countries supporting manufacturing, supply chain and product management vice presidents. • Selected to manage $800M finance function for Mexican manufacturing facility. Increased internal customer satisfaction through collaboration and improved financial processes• Gained intimate knowledge of product costs and associated cost drivers through multiple financial leadership roles in multiple different manufacturing sites (USA, Canada, Mexico).• Increased understanding of product cost data and drivers for internal customers to facilitate teamwork, improve profitability and team focus• Effective world wide integration of budgets, forecasts, balance sheet reviews, and full results processes across 6 distinct product groups