• Creating the global supply plan for Unilever exports to deliver $84M in gross sales annually across 7 categories• Increased fill rates for skin, hair, and deodorant categories from 70% to 95% within 6 months by leading monthly forecast meetings with sales team to align demand with sourcing unit capacity• Negotiating monthly supply allocations with global planning teams to capitalize on incremental demand opportunities resulting in an additional $12M of gross sales annually • Led a project with a 3rd part manufacturer to directly export hair products to the Netherlands, avoiding storage and logistics costs in the US, resulting in an annual $200K cost savings and 30% service rate improvement• Reduced business waste by $1M by improving consumption of over forecasted SKUs and SLOB liquidation• Automated and improved supply risk reports to provide actionable insights to sales teams by providing visibility on upcoming production and key details on future artwork and formulation changes for over 2K SKUs

• Managed and optimized raw material spend for the $113M Skin Care category by creating 12 projects totaling $2.3M in material savings for 2022-2023• Negotiated savings using the 7-step strategic sourcing process with corrugate, plastic, and chemical suppliers resulting in the creation of the 12 projects totaling in $2.3M of material cost savings • Led cross-functional project teams including Brand, R&D, and global supply chain to execute the 12 projects simultaneously within a year to materialize cost savings• Led a cost savings ideation workshop between global procurement, R&D, and brand teams in 2023 to create a pipeline of $5M in raw material savings opportunities to execute over the next 2 years• Led and customized a Cash Pillar training session for the NA Procurement team, and cascaded monthly reports to update the team on pacing towards annual cash targets

• Managed the product supply for 7 accounts in the grocery sales channel including Publix and HEB, totaling in $100M of annual sales• Increased OTIF to 95% for over 2K SKUs across 10 health brands including Airborne and Mucinex by collaborating with planning, logistics, and sales • Managed the order fulfillment process for $8M+ of monthly orders in SAP• Maintained Power BI dashboards to track forecasts, OTIF, sales, fines, and other metrics for bi-weekly meetings with supply and sales senior leadership• Improved monthly order fill rates for 7 accounts from 50% in March 2020 to 95% in December 2020 by leading weekly connects with planning and customer replenishment teams

• Analyzing 20 suppliers to identify core competencies, size of business, performance, and potential risks for the joint replacement sourcing team prior to negotiations • Tracked accrual of $1M+ in annual rebates from 10+ suppliers by creating a process of monthly true ups with suppliers in scope• Managed 40+ RFQs per month, to award contracts based on pricing, service, risk management, responsiveness, and flexibility• Built reports in Oracle to track KPIs such as purchase price variance, fill rates, and service to track PPV and increase gross margin by 15% in H1 of 2019• Consolidated sourcing and savings updates from Mahwah and Ireland teams for monthly cascades to joint replacement leadership

• Became a super user for JDE AS400 in the transition to SAP• Validated master data in the areas of Item Master, BOM, Plant Data, and Sourcing by holding meetings with our 3rd party manufacturing partners and transportation teams• Led BOM data cleansing project for 20K SKUs in preparation for SAP launch. The project was completed within the 3-month timeline

• Aligned master data for 100K+ SKUs between in-house ERP and SAP, during the early stages of an SAP launch to allow forecasts, inventory, and orders to properly assign to each SKU in both systems• Produced various reports, to asses on-time delivery and order fill rate• Managed SKU lifecycle from unreleased to phased out, based on the SKU’s sales performance• Collaborated with demand planning to validate the accuracy of the monthly demand plan for 50K+ SKUs before uploading it to the in-house ERP system