• Commonwealth Dairy is the largest private label Greek yogurt manufacturer with over 240 employees and two manufacturing locations. It was acquired in July 2019 by Lactalis Groupe. I am supporting the integration through June 2020 at which time this role will be eliminated.• Commonwealth achieved rapid growth and I was hired as company's first CFO to build and transform business analytics and decision support, financial, IT, and administrative capabilities and practices. Key Initiatives have included:o Built performance measurement and decision-support capabilities, including variance analysis, standard costing and pricing models, budgeting & forecasting, capital/investment decision making & strategic planning.o Converted accounting from cash-based to US GAAP and oversaw annual external financial audits, while driving efficiency, effectiveness, and better controls into our transactional processes. o Develop HR and Procurement organization, processes and controls, including compensation structure and policies, overhauled benefits offerings and renegotiated providers, better contract management, RFPs on key suppliers at improve terms & conditions, & new purchasing guidelines. Created and implemented new controls policies.o Overhauling our ERP (SAP) system to accurately track activities and deliver business insights, including redesign of OTC and MTS modules. o Structuring new tax-efficient financing while reducing interest expense and transitioning bank partners. Negotiated backstop line of credit.

• Financial lead for $650MM fresh and frozen bakery division, reporting to Pepperidge Farm CFO. In this role, I partner with Bakery General Manager to prepare our strategic and annual operating plans, ensure we deliver these financial commitments, advance key operational initiatives and analyze business decisions that ensure our on-going success. We have exceeded our financial commitments each year, including record marketplace and financial performance, in F’13 and F’14. We have also placed the business on stronger strategic footing positioning ourselves for continued strong performance. I manage three direct reports.Key Initiatives have included: o Delivering record sales growth, market share gains, and profitability margins across two fiscal years. Pepperidge Farm bakery’s performance has gained industry-wide recognition as best-in-class.o Implementing record manufacturing productivity savings, 3% of cost of goods, and 2x historic run rates, including plant closure, distribution efficiencies, SKU rationalization, and reformulationso Developing, in partnership with McKinsey, a pricing architecture to optimize base and promoted price points by region, product type, brand, and channel/customer and building the organization, tools, and process to manage on-goingo Supporting key growth initiatives, including distribution into new channels, expansion into new geography, and product innovationo Developed strategic alternatives for Frozen business

• Provide strategic leadership for $1.2 Bn Pepperidge Farm by developing the Strategic Plan in partnership with Pepperidge Farm President and provide analytical and strategic support for major initiatives, reporting to Pepperidge Farm CFO.Key Initiatives have included: o Led four strategic planning cycles, including a refocus on baking and snacking as the lead growth area for the Campbell Soup Company and alignment on a transformational strategic investment in our businesso Led the acquisition of Ecce Panis Bread Company. Responsibilities included leading due diligence, developing the business rationale, valuation and pricing, Board approval and, ultimately, leading the integration. Ecce Panis was a unique situation for Campbell Soup Company as it was the first acquisition in recent history and the team was held responsible for developing the play book for future dealso Responsible for Board and External Analyst communicationo Support financial analysis of key capital projects and operational decisions, such as over $100MM in Goldfish capacity expansion, recommendation on revised commission rates, and project to deliver improved promotional efficiency

• Support of the $2.0 Bn International Division Strategic and Operating Plans, including identifying, analyzing, recommending, and operationalizing key initiatives. Provide timely information and analysis to achieve targeted financial results, including vetting all major capital projects. I reported to the CFO of International.Key Initiatives have included: o Assisted International Team in the execution and development of Campbell’s entry into Russia and China. Participated in all phases from strategic rationale, modeling, communication, early market development, and implementation. Part of Emerging Markets leadership team and temporarily served as finance lead for Emerging Markets, including responsibilities for existing Hong Kong marketo Assisted in divestiture of UK/Ireland Business -- responsibilities included preliminary justification, detailed financial scenario modeling, articulating and defending qualitative and quantitative conclusions with senior leadership, including Board of Directors. Operational activities included participating in the drafting of the Information Memorandum and supporting Management Presentations. Also participated in several divestitures.o Led the analysis and approval of major restructuring initiatives, including the exit of German and Australia Private-label and closure of manufacturing facilities, the move of dry manufacturing in Europe to a third-party, and organizational streamlining.o Partnered with Business Units in the analysis and approval of critical growth capital investments, including the $60MM new route-to-market and logistics business model in Australia, the $15MM automation of packaging operations in Australia, localization of production for Russia and the $40 MM expansion for Indonesia and Australiao Evaluated wide-range of third-party relationships, including distributor partnerships (eg. Swire Beverage-China Broth in China), leasing contracts, licensing agreements and co-manufacturing services

• Partner with the marketing managers and broader functional team to drive top and bottom line performance through developing strategic and operating plans, analyzing and communicating ongoing business performance through monthly projections, assessing and reacting to risks and opportunities for the $600MM beverage portfolio. Financial analytics and strategic thinking for Beverage New Business Development.Key Initiatives have included: o Analyzed capital projects and gained alignment from senior leadership. Major projects included $29MM Napoleon beverage packaging and capacity upgrades, $7MM shrink-packaging capabilities in beverage plant and $5MM vegetable evaporator upgradeo Financial lead for Single-Serve Beverage SWAT team to increase base V8 sales by $40 million through third tier DSD partnerships. Involved in structuring, selecting and monitoring partnerships. Included a detailed study of costs and benefits of national distribution partnership later adoptedo Financial leadership on the development of V8 VFusion. Included pricing and trade strategy, $10MM in new capital, complex international vendor arrangements for long lead-time agricultural products, and developing financial goals for strategic and operating plans. o Created first ever detailed P&L for each pack size by channel, leading to the reduction of several unprofitable offeringso Led effort to refine monthly volume projection process that resulted in lower forecast error

• Optimized $100MM monthly currency hedging strategy spread among 12 primary currencies. Recommended and implemented a Value-at-Risk (VaR) approach, reducing hedging expenses by 50%• Developed large-bid hedging strategy for Norwegian and Brazilian sub-sea units• Buy vs lease study for Canadian wellhead expansion

• Developed strong project management skills through role as lead systems engineer for the Pyrolysis Unit of $1.2 billion ethylene facility in Singapore• Led a 6-member innovation task force to produce a working demonstration of how data-centric software and approach could reduce engineering work hours 10-15% and cut proposal costs in half

I held various positions in coaching and athletics administration, including Assistant Track Coach/Professor Miami-Dade Community College, Athletic Academic Coordinator at San Diego State University, and Track Coach at Our Lady of Peace High School in San Diego, CA. I also attended and received an MS Sports Administration degree from St. Thomas University in Miami, FL during this time.