Sat at the messy intersection of strategy and execution, leadership and development, and business and technology; requiring me to forge new cross-functional ways of working to drive progress. Constructed a clear customer-first product vision by understanding PMF and analyzing transactional data, customer feedback, and market trends to steer Fullscript’s strategy for growth and better margins.Spearheaded critical process flow, data improvement, and org structure changes necessary to achieve durable, long-term success. - Used my expertise in financial analysis and modeling to identify $200M of opportunity within the crowded supplier landscape.- Identified revenue and margin expansion opportunities across 300 product categories representing $1B in sales; writing the playbook for the effective utilization of a Strategic Category Management process methodology.- Built and led a core analytics team; led the transformation of Fullscript's catalog team into a strategic asset, and was a key partner and advisor to brand and supply chain orgs.- Led the PIM tool discovery, assessment and selection process to revolutionize Fullscript's product data management tools and processes for a 17,000 SKU catalog.

Built and led a team to handle Direct and Indirect SIOP and Strategic Category Management, covering $4B of revenue; focusing on improving processes, standardizing operations, and setting performance expectations from all angles—supplier, customer, and product.Developed and implemented the playbook for category management across Procurement, Product, Marketing, and Sales.Worked closely with various business functions to shape the company’s strategy and used my knowledge and relationships to build trust and get buy-in across a complex organization.

Managed the creation and ongoing improvement of strategic initiatives, change management, and processes for global procurement and commercial activities. Developed strategies to boost Covetrus’s day-to-day operations and long-term goals, focusing on cost, efficiency, and company culture. Fostered a culture of innovation by sharing a clear vision and keeping everyone aligned.

Got tapped by executive leadership to lead key strategic transformation projects and tackle important initiatives beyond my day-to-day role. Worked closely with the TMO to set goals, create timelines, and guide teams to successfully execute against goals.

Created and launched a set of analytics tools to help the Supplier Relations and Commercial teams get a clearer picture of the financial dynamics across Covetrus’s categories, suppliers, and products. This led to spotting new growth opportunities and ways to capture value which fed the strategic design process.Always on the lookout for new solutions and efficiencies, I went beyond the bounds of my role to make sure everyone was engaged and seeing the bigger picture. Introduced new analytical and financial modeling methods to help teams make better decisions based on focused data insights.Advocated for platform improvements aimed at customer satisfaction and higher customer conversion.

Played a key role in shaping the company’s operational and strategic decisions, handling major initiatives around pricing, market trends, and identifying risks and opportunities. Managed financial modeling and led monthly and quarterly financial reporting to the CFO. Rolled out new methods for strategic pricing and product development, and introduced these approaches to sales, customer service, and operations teams

Pinpointed key areas for product development by gathering customer feedback and understanding consumer needs. Translated these insights, along with departmental needs, into business priorities for the Product teams. Created a clear roadmap for innovation and growth to guide the team’s efforts.