Lead the design and implementation of an integrated sales and operations planning (S&OP) process in collaboration with functional stakeholders ensuring alignment of processes with customer requirements and business objectives.• Oversee all the steps in the S&OP process; ensuring timely and quality participation in the process and holding all stakeholders accountable to defined roles and responsibilities.• Principal representative for S&OP within the InFlyt Experience (IFE) business unit tasked with oversight of all S&OP communications, training, and documentation as well as coordination with the broader Thales S&OP community.• Responsible for the translation and validation of order intake and prospects information into a consolidated demand plan while identifying the underlying risks and assumptions.

Leader of the supply chain planning (S&OP) process with integration of the demand forecasting, analytics, and supply planning functions end-to-end ensuring that customer, financial and strategic objectives were achieved.• Developed monthly PSI (Purchases, Sales, and Inventory) forecast reflecting product lifecycle management, inventory management policies and strategic priorities.• Led key initiatives designed to improve S&OP flexibility and key performance indicators (KPIs) including projects for excess inventory utilization and parts forecast methodology review. • Created budget and mid-term business plans utilizing historical trends, seasonality, product lifecycle management and company goals.• Managed the Toshiba inventory position to achieve overall inventory objectives while supporting sales plans.• Successfully led knowledge transfer initiative for process and tools knowledge and enabled future onboarding by designing and conducting a comprehensive training curriculum.

Managed the demand planning, inventory management, analytics, and performance reporting for laptop and accessory products.• Realized 70% reduction in inventory levels and mitigated P&L risk by overhauling PC accessory sales and operations plan based on customer needs analysis.• Improved information share and enabled management oversight by rebuilding the planning process to integrate newly acquired international divisions.• Led cross functional team to develop and implement planning process and tools for new product introductions while minimizing resource impacts.• Provided local oversight, analysis and summaries of monthly purchase, sales, and inventory plans for global regions. • Spearheaded project team to develop a new database to provide centralized data functionality and hierarchy information lost with the shutdown of the JDA Demand Manager database.• Led planning and consensus meetings; presented weekly performance reports/highlights for management while identifying business risk.

Led the organization with tactical precision and strategic vision to plan purchases, sales, and inventory for digital products generating $2B of annual revenue. Segments included US retail (B2C), corporate (B2B), international (Americas), and e-commerce.• Increased profitability, reduced inventory, and improved customer fulfillment by establishing a product lifecycle management process to enable collaborative planning with Retail Sales.• Developed and presented a monthly forecast summary for executive staff outlining variances for all key measures, demand and supply issues, market analysis, and business risks and opportunities.• Provided leadership to teams; recruited, trained, mentored talent, and contributed to a positive, productive, and evolving work environment. • Gained business intelligence and communicated factors which could impact sales performance, including seasonality, sales trends, market information, and marketing lifecycle plans. • Created budget and mid-term business plans integrating historical and market analysis with financial and strategic objectives.• Increased productivity and component visibility to stakeholders by leading the creation of a condensed placeholder SKU process for long-term forecasting.• Improved corporate-wide communication of key changes, issues, and actions of the sales and operations plan with the creation and publication of a monthly letter.• Reduced excess inventory costs by 20% in Latin America with improved demand planning resulting from the formation of a new sales forecast process.

Managed the sales and operations planning process for multiple product lines in conjunction with supply chain planning and financial forecast processes. Created demand & supply balanced forecasts utilizing sales trends analysis, POS data, customer information, and competitive analysis while optimizing financial metrics.• Achieved #1 market share for US laptop sales by driving the transformation of the business planning process from a B2B to B2C model.• Developed an inter-departmental weekly planning process to address near-term demand and supply imbalances which reduced partner inventory and increased customer satisfaction.• Optimized roadmap planning and SKU selection with Retailers by creating assort targets based on historical trends, seasonality, market forecasts, and company objectives.• Reduced errors in component planning and financial modeling by developing a standardized enterprise-wide part number methodology.• Improved PC forecast accuracy by 20% and reduced P&L risk by analyzing price band and market share targets to adjust B2B planning.• Achieved an 87% increase of unit sales over a two-year period through redesign of the B2C planning process including weekly granularity and frequency.• Improved data accuracy and data management by converting from a legacy platform to a JDA Demand Manager planning database.

During this time, I advanced through multiple roles involving data analysis, demand forecasting and planning in which I also developed processes, created new tools, implemented databases...