Drive profitability growth and efficiency improvement initiatives from planning to execution by partnering with cross-functional teams (product, finance, operations / supply chain, etc.)

Business development: sales operations, account management (contracts/purchase orders, RFx process, product adoption, customer feedback, CRM tool, payment and invoicing, etc.)Partnerships: relationship building with solution providers to create location-based products (sourcing, supply chain management, content licensing, contracts / legal agreements negotiations, etc.)Business & product intelligence: business planning, forecasting, financial performance, product analytics, etc.Product & channel marketing: market research, competitive analysis, consumer feedback, etc.

Head of supplier and contracts management at ESG-focused fintech startup.Oversaw 70+ direct and indirect vendor contracts to establish and sustain the technologies behind Crowdz's core invoice financing marketplace and channel partners' white-label invoice financing solutions to empower small & mid-size enterprises (SMEs) with speedy access to the cash flow they need to survive, grow, and thrive. Monitored existing vendor contractual and financial performance. Achieved above 50% year over year savings on key vendor contracts.Orchestrated new vendor discoveries to hunt for optimal direct and indirect vendors to improve digital product performance and business operations (e.g., marketing services, legal advisory, etc.). Headed RFQ / RFP, negotiation, and selection processes to onboard new vendors for payment services and blockchain products.

Drove account management (pricing reconciliation, contracts management, RFx) and customer program delivery tasks to ensure right price is documented and right products are delivered to right customer locations worldwide. Continuously analyzed customer and end user data to generate insights on market adoption rate and product improvements. Enabled supply chain efficiency to deliver key customer annual volume of over 5M units growing at 30% per year, while improving launch delivery performance above 10% and improving customer satisfaction ratings by 20%. Established a post-launch quality management (reverse logistics) process by assembling a technical project team to leverage quality trends to generate product improvements. Slashed monthly warranty volume by 30% after six months of building and coaching team, and cut 80% of annual quality expense by negotiating customer warranty cost liability.

Amplified cost knowledge development for the highest cost commodity category with an annual spend of over $5B by documenting learnings gained from leading supplier manufacturing site visits and market research while initiating a Six-Sigma project team of five to evaluate cost improvements of $1M. Drove successful capital investment reduction of $90M with top spend suppliers by leveraging industry benchmarks and should-cost model analysis data.

Directed operational and commercial performance of component suppliers, led sourcing of new over 20 products (projects) to successfully launch customer programs 100% on-time meeting technical specifications while achieving $7M below annual spend budget by leveraging market benchmark pricing and manufacturing cost data in supplier negotiations.

Led a 20-person warehouse inventory transition project driving weekly team reviews, resulted in meeting 100% of target milestones on-time and projected annual savings goal of $300k. Monitored Customer Relationship Management (CRM) system and created weekly supply chain performance report to leadership.

Directed weekly meetings with cross-functional team of 10 to launch 30+ new products responsible for Starbucks Canada’s food category annual revenue of $80M while enabling perfect launch timing for two consecutive quarters. Oversaw a cross-functional team of 15 to improve the packaged product shipment test process, resulted in reducing process waste, test lead time, and costs, and developed a standard Statement of Work.

Developed category sourcing strategy to align with operational needs and corporate brand strategy by formulating an objective evaluation matrix to select optimal suppliers. Increased the number of sustainable product suppliers by threefold to enable brand marketing goals and corporate sustainability vision. Improved supplier performance evaluation tool by increasing the number of KPIs, objectifying evaluation criteria, and adding process automation, resulted in successful pilots with three suppliers, reduced process time, improved supply strategy, and better alignment to corporate sourcing and brand objectives.

Spearheaded commodity cost savings project with cross-functional team to realize savings of $1M over total global program volume, coordinated supplier evaluations to advance Ford's global commodity supply strategy, and created reports and tools to assist with production volume planning and global capacity strategies.

Brought together global purchasing teams to develop sustainability assessment criteria within the global supplier selection process to align to Dow's sustainability vision, while managing electronic sourcing pilot project to analyze effectiveness of sourcing process and identify opportunities to incorporate sustainability assessment criteria into the sourcing tool.

Supervised daily production planning activities, developed weekly production throughput plan and optimized production planning operations, resulted in improving product availability performance at one of Whirlpool's North American warehouses from 70% to 98%.