Enabling the end to end commercial planning of current and future initiatives for Region business and the Field Sales organization.

• Led a dynamic team of 4 analysts ranging in tenure and backgrounds. Acted as project owner accountable for overall project deliverables, and outcomes. Upskilled team through LSS, technical, and business training.• Managed PGT TPM Optimization project, diagnosing key process and software constraints after transition to new software system. Facilitated cross functional workshop, resulting in 60% cycle time reduction and $7.2MM in savings.• Designed and executed playbook for Quaker Rice Crisps transition to DSD creating opportunity of $40MM in incremental sales for Frito Lay. Collaborated with sales strategy, finance, customer teams, HR and commercialization.• Led value analysis of PepsiCo WHSE 3rd party broker system. Determined 3%-8% lift in sales by geography in top brands. Used analysis to design pilot to move broker activities to Frito Lay DSD employees. • Developed sales transformation agenda for ALDI business centered around repacker and mixed case strategy, unlocking $500MM in sales by 2025.• Served as Employee Giving Campaign captain for the Growth Office. Coordinated communication, PepBay donations from Sr. Leadership, and raised a total of $257M exceeding the pledge goal by 157%.

• Managed 2019-2021 Global Cost Leadership initiative for Midstream division, delivered $81.5MM savings across manufacturing, engineering, and supply chain functions. Exceeded target on average by 140% annually.• Executed the recovery of $1.8MM through U.S. Duty Drawback program on imported valve components in 2020.• Developed new go to market strategy utilizing a digital marketplace for flagship Ball Valve, engaging senior leaders.• Facilitated a business kaizen event to reduce quote turn around time by 30% for the Orbit Valve product line globally. • Coached Lean, Six Sigma, and Process Improvement training for 100+ employees, achieving instructor certification. • Spearheaded facility consolidation analysis- aimed at reducing 3 facilities to one roofline. Examined capacity, revenue risks, machine capabilities and personnel synergies amongst each location. Presented findings to senior leadership.• Identified on average 10% lead time reduction for target product lines, leading to increased market share and win rate.

• Supervised the planning, procurement, and scheduling of 12+ rubber and chemicals for molding BOP seals.• Oversaw daily material availability and backlog analysis to determine correct mix of work orders to be released.• Managed raw inventory, leading to a reduction in $2MM of SMI, reducing discrepancies by 25%• Collaborated with sales to reschedule sales orders, leading to a reduction of exception messages by 40%

• Managed team of 9 union, and 4 nonunion employees, covering rubber mixing and annular BOP FAT areas• Designed 3 Kaizen Events, generating over $200M savings through lean layout/ flow, 6S, and inventory reduction.• Implemented 6S standards and audits, leading to an efficiency gain of 15% on average in mixing and FAT test.

• Created sustainable returns and repair process for the facility, dispositioned material and created routings.• Implemented monthly NCR analysis reporting to plant management, reduced CONC to .14% savings $112K annually.• Acquired $50M capital for tool crib tooling and gage improvement project, yielding $30K in savings annually.• Completed Process Improvement trainings, achieved Green Belt Certification upon Tool Crib project completion.

• Developed maintenance and TPM program for facility that resulted in 15% decrease in downtime, allowing for $200k capital purchase of new CNC machine. Sourced Hippo CMMS software, trained relevant personnel.• Participated in 3 Kaizen events resulting in $100M savings, implementing 6S and rapid changeovers.