Accountable for Distribution, Demand & Supply Planning, Customer Service and procurement of logistics service across a region of 50+ markets in the largest and fastest growing division.Reported to Category Operations Director with responsibility for a multi-national team of 300 including full functional responsibility for a further team of 400 working in 7 international DCs. Heavily involved with strategic planning of the Division’s operational infrastructure and capital investment programme. • Designed and delivered a total restructure of Supply Chain structure which reduced headcount cost and created greater alignment and agility across all elements in the extended value chain from suppliers through to consumers. • Transformed the network from 45 local market DCs into a streamlined network of 7 large DC’s, each located at a factory site and all delivering directly to customers in multiple markets across EMENA. This network is supported by 16 smaller 3rd party operated DC’s in key markets. • Created a central control tower for demand and supply planning including introducing a team of data analysts which has reduced inventory and cost whilst increasing agility to respond to rapidly growing customer demand. • Led the design and delivery of transformational customer supply models in response to the exponential growth that the sector is experiencing. Orchestrated the transformation of logistics and planning through to packaging redesign and specification of production lines for all routes-to-market: bricks and mortar operations, eCommerce as well as D2C models. • Created a divisional control tower for the planning of all cross-border transport flows, significantly increasing agility, reducing cost and improving on-time performance. This has been adapted and developed as a model for the Group covering all categories across the region.

• Managed the supply chain integration of Nestlé’s acquisition of Ralston Purina to create a new global business, double the size and a leader in the sector. Appointed as head of the merged supply chain team. o Restructured the logistics network, closing a number of distribution centres and implemented a major investment programme in others. o Renegotiated major logistics contracts with suppliers.• Created the first regional structure to group a region of markets under one leadership. This required the design and implementation of the first category, above-market planning model.Developed a centralised planning function which increased Customer service levels by 300bps, reduced costs by 15% whilst ensuring distribution and customer service were more responsive.

• Head-hunted to build the first automated high-bay warehouse in the Category within Nestlé. This facility continues to set new benchmarks for cost efficiency and flexibility despite a dramatically changing marketplace, new channels and Customer requirements. • Developed and implemented the modelling, planning and co-ordination of the closure of six regional distribution centres across the UK. This was successfully delivered on-time, within budget and without any adverse impact on customer service.

• Designed and implemented a new logistics and planning structure from scratch for this start-up company within the Virgin Group. The new operation was delivered on-time and within budget.• Ran the tender and vetting of new suppliers, negotiated the contract and managed directly the separation of supply away from the outsourced manufacturers

• Managed the merger of two large competitors in the take-home beer sector. Despite coming into the merger from the junior partner was appointed to lead the new supply chain organisation. • Implemented a new, single centralised distribution hub for the newly merged company that enabled rapid growth and to take significant market share.