After optimizing Amazon’s Supply Chain Excellence Team in my earlier role, I was called on by Amazon Advertising to develop and launch programs to drive scalability for the Amazon Demand-Side Platform (DSP).Tapped by Global Operations Head of DSP Self-Service (i.e., Digital Marketing, Technology, Strategic Planning), I launched a Global Scaled Services organization, developing the vision and charter for the Program Management Team tasked with servicing a $350M revenue-generating… Show more After optimizing Amazon’s Supply Chain Excellence Team in my earlier role, I was called on by Amazon Advertising to develop and launch programs to drive scalability for the Amazon Demand-Side Platform (DSP).Tapped by Global Operations Head of DSP Self-Service (i.e., Digital Marketing, Technology, Strategic Planning), I launched a Global Scaled Services organization, developing the vision and charter for the Program Management Team tasked with servicing a $350M revenue-generating customer base. By developing KPIs, I paved the way to improve operational performance and the health of the business. Championing new technology, cut 25% from operational tasks by rolling out a new operational platform and product features for Amazon’s DSP/display advertising, enabled our call center to identify operational and product gaps by providing them with the technical tools to collect metadata, and propelled efficiency by instituting automated billing and creative moderation solutions, along with training and onboarding programs for self-serve clients. Show less

Amazon recruited me to drive supply chain excellence and improve in-stock and vendor management functions. Directing supply chain automation and inbound/outbound process improvement projects, I managed a 7-person team and $600M P&L for assigned categories for this $4B eCommerce business.Notable successes include growing the category 32% while improving profitability 700 basis points (bps), prompting $54M+ in top-line growth while curtailing category costs 18%, and filling 32% of… Show more Amazon recruited me to drive supply chain excellence and improve in-stock and vendor management functions. Directing supply chain automation and inbound/outbound process improvement projects, I managed a 7-person team and $600M P&L for assigned categories for this $4B eCommerce business.Notable successes include growing the category 32% while improving profitability 700 basis points (bps), prompting $54M+ in top-line growth while curtailing category costs 18%, and filling 32% of revenues through a direct fulfillment (DF) network. On the supply chain management side, I generated $94M in total savings over a 3-year period at the helm of cost-saving improvements for inbound and outbound processes and realized 100% automation of demand and supply chain planning, a process previously carried out by 20 people. Show less

Upon SBDK’s 2012 acquisition of Powers Fasteners, I was appointed by the VP of Global Supply Chain to course-correct the supply chain for this newly acquired, meeting the challenge to solve inventory planning and order fulfillment inefficiencies that contributed to underperformance. Here I built a 6-person Demand & Supply Planning Team from scratch while leading and developing 22 warehouse personnel on the Value Added Services Team.No small feat, I headed systems and process… Show more Upon SBDK’s 2012 acquisition of Powers Fasteners, I was appointed by the VP of Global Supply Chain to course-correct the supply chain for this newly acquired, meeting the challenge to solve inventory planning and order fulfillment inefficiencies that contributed to underperformance. Here I built a 6-person Demand & Supply Planning Team from scratch while leading and developing 22 warehouse personnel on the Value Added Services Team.No small feat, I headed systems and process integration, inventory management, and fill rate functions for 8000+ finished-goods products across 22 US retail locations and 2 distribution centers.By optimizing the demand and supply planning teams, I led my people to contribute to 22% YoY growth for this $750M US business. While mobilizing my team to maintaining 96%+ fill rates, I slashed $5M in inventory and cut costs considerably through vendor negotiations. Show less

Called into action by the Director of Global Supply Chain to fix issues impacting Stanley’s hand tools and storage business, I managed the supply chain and customer KPIs for 4 external/affiliate accounts—big box chains as well as smaller accounts. By championing continuous process improvements, we drastically elevated Stanley’s scorecard with Menards, improved demand forecast MAPE at Lowe’s; and significantly raised Grainger’s performance scorecard.I initially managed a 5-person Demand… Show more Called into action by the Director of Global Supply Chain to fix issues impacting Stanley’s hand tools and storage business, I managed the supply chain and customer KPIs for 4 external/affiliate accounts—big box chains as well as smaller accounts. By championing continuous process improvements, we drastically elevated Stanley’s scorecard with Menards, improved demand forecast MAPE at Lowe’s; and significantly raised Grainger’s performance scorecard.I initially managed a 5-person Demand Planning & Order Fulfillment Team, and following Stanley’s Black & Decker acquisition in 2010, led 2x the team and business size of the combined portfolio. Setting the stage to generate $350M+ in US revenues, I delivered a 97% fill rate for assigned channels. My team paved the way for a $100M+ revenue spike by shipping promotional products at 100% fill rate and 100% on-time delivery, along with $20M in new revenues by launching a product line with 90+ SKUs. Show less

I started out with SBDK on a 2-year Stanley Leadership Program, during which time I gained critical leadership training as I completed various operational rotations. Notable project results include saving SBDK’s US distribution center $16M over 2 years, cutting 4 weeks from lead times, and trimming 200 bps from the scrap rate at SBDK’s tape measure manufacturing plant.

At Planmatics, a leader in the development and implementation of decision support systems for public and private organizations, I was brought in by the company’s postal consulting group to work on a United States Postal Service (USPS) contract.Here, I led capacity analysis and process improvement projects, leveraging mathematical and simulation models while overseeing modeling support and application upgrades, which created wider efficiencies (i.e., better utilization of personnel… Show more At Planmatics, a leader in the development and implementation of decision support systems for public and private organizations, I was brought in by the company’s postal consulting group to work on a United States Postal Service (USPS) contract.Here, I led capacity analysis and process improvement projects, leveraging mathematical and simulation models while overseeing modeling support and application upgrades, which created wider efficiencies (i.e., better utilization of personnel under rapidly changing conditions) for the USPS’s Labor Scheduler Application, a web-based optimization technology that simplified staff scheduling nationwide at the central USPS Processing & Distribution Center. Show less