I was scouted to develop and execute high-impact base infrastructure (land, energy, fiber, site development) data center supply planning strategies at the corporate level to enable the rapid scaling and expansion of Microsoft’s global data center infrastructure capacity, supporting the full spectrum of Microsoft products and services including Azure ChatGPT, Office365, Exchange, xBox, and more. I lead teams in generating rough cut capacity plans (RCCP) and Network MPS with risk/tradeoff assumptions, reviewing multi-site constraints to balance E2E demand and supply, and strategically aligning and integrating activities with other major organizational functions.S&OP IMPLEMENTATION | EXECUTIVE COMMUNICATION | CROSS-FUNCTIONAL STRATEGIC LEADERSHIP | ENTERPRISE CHANGE MANAGEMENT | SUPPLY PLANNING | CAPACITY PLANNING | SCENARIO PLANNINGSELECT ACHIEVEMENTS:► I established and lead a monthly S&OP process and Executive Management Business Review to proactively identify issues, develop mitigation strategies balancing cost, lead time, and risk, and drive effective execution of prioritized action plans across Corporate Planning, Acquisition, Engineering, Operations, Finance, and Regional Expansion teams.► I enabled an 8-month reduction in the average lead time for acquiring land from signal to land close by building driver-based, data-driven long range (10+ years) capacity models and regionally optimized, financially sound supply plans. I collaborated with senior functional leaders to create supporting execution plans, resource allocations, and process accountabilities.► I improved transparency, accountability, and overall performance by defining OKRs and KPIs, measuring and analyzing results, and regularly reporting out the progress and outcomes of transformational initiatives to corporate leaders.

Completed Cornell University's Craft Brewing certificate program.For 20+ years, I worked tirelessly to deliver best-in-class performance for some of the world's most renowned brands, contributing to their large-scale success. However, when my spouse received an out-of-state job transfer which necessitated us to relocate immediately, I decided to take a pause and catch my breath. I used this opportunity to combine my love for beer and for learning by enrolling in Cornell University’s craft brewing certificate program. This decision was not made lightly, but rather with the same analytical thinking and future-looking approach that I had applied in my corporate roles.Brewing beer allows me to use many of the ‘on-the-job’ skills I acquired over the years. It requires a deep understanding of processes and standards, a knack for simplifying and communicating complex concepts, and a commitment to continuous improvement - all areas in which I’ve proven my expertise.Moreover, brewing beer is an art and science, much like planning. It’s an industry where success is measured not just in financial terms, but also in the quality of the product and the satisfaction of the customers. This aligns with my own values and the way I’ve always approached my work.Obtaining my craft brewing certificate gave me not only the opportunity to regain my breath, but it also afforded me the opportunity to use my skills and experience in a new context, to learn from others, and to bring my own unique perspective to the craft of brewing.

I was recruited to elevate business performance by accelerating the maturity of the recently implemented SIOP process, creating and executing a comprehensive E2E Supply Chain transformation strategy aligned with business objectives, which included synchronizing supply and demand, optimizing logistics, measuring performance, and embedding leading best practices, and working with Plant Managers to advance production scheduling capabilities. I was responsible for the Supply Chain department and associated operations (4 distribution centers), staffing (125 employees), training, policies, budget, and P&L management.SIOP IMPLEMENTATION | P&L MANAGEMENT | BUDGETING | CONTINUOUS IMPROVEMENT | LEAN SIX SIGMA | SUPPLY CHAIN MANAGEMENT | S&OE | LOGISTICS | DEMAND SUPPLY PLANNING SYSTEM IMPLEMENTATION | ANALYTICAL DATA-DRIVEN DECISION MAKING SELECT ACHIEVEMENTS:► I contributed to record sales and inventory turns, despite pervasive COVID-era raw material shortages and supply chain disruptions, by implementing and leading a monthly sales, inventory, and operations planning (SIOP) process to synchronize supply and demand, establishing performance targets and balanced scorecards, and leveraging analytical insights to optimize network planning.► I championed widespread adoption of Lean-Sigma methods, tools, and principles to drive continuous improvement, resulting in a 32% reduction in labor costs and 7% decrease in freight spend.► I increased cycle count accuracy by 7pps to 98% and attained a perfect safety and compliance record across all sites through ongoing training, stricter controls, regular facility maintenance, and preventive improvements.► I boosted employee retention to 95% by creating a positive workplace culture, instituting an employee recognition program, and creating manager networking/knowledge-sharing opportunities to foster collaboration, continuous learning, and team excellence.

In this highly visible senior leadership role, I applied the insights I gained over nearly a decade at Nike to create and deploy global multi-echelon inventory optimization strategies to improve inventory turnover, reduce costs, and increase service levels. I worked closely with cross-functional leaders to ensure alignment between inventory plans, business strategies, and financial goals.STRATEGIC PROBLEM SOLVING | EXECUTIVE-LEVEL COMMUNICATION & ADVISOR | FINANCIAL ACUMEN |RISK MANAGEMENT | DATA-DRIVEN INSIGHTS | SCENARIO MODELING | PERFORMANCE MANAGEMENT | INVENTORY OPTIMIZATION PLANNING | ANALYTICS | DATA VISUALIZATION & STORYTELLINGSELECT ACHIEVEMENTS:► I led the development of global and regional multi-echelon inventory recovery plans in response to COVID-19 supply and demand disruptions, reducing global excess & closeout inventory growth by 90bps.► I developed balanced scorecards and scenario models to identify impactful trends and assess trade-offs between inventory, margin, service, and cash flow to achieve short- and long-term financial and business objectives.► I enabled data-driven decision-making by stakeholders, executive leaders, and Board of Directors through monthly performance reporting and delivery of actionable analytics-driven recommendations for resolving inventory issues and imbalances.

I was tapped to lead and oversee product lifecycle strategic planning and operational execution, manage the product portfolio, and create comprehensive roadmaps to drive the successful achievement of product launch goals.STRATEGIC PLANNING | INNOVATIVE LEADERSHIP | PRODUCT OPERATIONS | PROJECT MANAGEMENT | PERFORMANCE MANAGEMENT | OPERATIONAL EXCELLENCE | PORTFOLIO MANAGEMENT | LEAN SIX SIGMA► I improved cost of service by aligning top-down goals with bottoms-up innovation plans, creating standards and best practices, and orchestrating cross-team collaboration with Product Development, Marketing, Merchandising, and Operations.► I contributed to a 7% increase in revenue through improved on-time delivery performance by deploying tools, processes, and KPIs.

I was enlisted to develop and execute a holistic global demand planning strategy in alignment and support of strategic business objectives, category growth plans, market trends, and customer insights.DEMAND PLANNING | FORECASTING METHODOLOGIES | INFLUENCE | EXECUTIVE COMMUNICATION | STRATEGIC PLANNING | BUSINESS INTELLIGENCE | HIGH-PERFORMING TEAM | TALENT DEVELOPMENT | INSPIRATIONAL LEADERSHIP | DATA VISUALIZATIONSELECT ACHIEVEMENTS:► I led the methodology creation, tool development, and process evolution from shipment to driver-based demand forecasting, resulting in an 85% reduction in absolute forecast error.► I strengthened strategic capital investment plans by creating accurate long-range (5 years) demand projections.► I elevated team performance and versatility by implementing comprehensive upskilling programs and hands-on performance management strategies for existing employees. I further enriched the team’s skill set by successfully attracting and retaining high-caliber talent.

Nike initially brought me on board as a subject matter expert to establish and execute the first formal executive S&OP process for the North America division. However, recognizing the potential for a more holistic approach, I quickly gained leadership buy-in to implement an integrated business planning (IBP) process instead. Following an exceedingly successful launch in North America, I was charged with deploying the process across Emerging Markets and creating a roadmap for rest-of-world.INTEGRATED BUSINESS PLANNING (IBP) IMPLEMENTATION | S&OP | STRATEGIC ROADMAPS | INFLUENCE | ANALYTICS | DATA-DRIVEN INSIGHTS | BI SYSTEM IMPLEMENTATION | STAKEHOLDER MANAGEMENT |CROSS-FUNCTIONAL COLLABORATION | DATA VISUALIZATION & STORYTELLING | VIRTUAL TEAM LEADER | EXECUTIVE-LEVEL COMMUNICATION & TRUSTED ADVISOR | BUSINESS TRANSFORMATION LEADERSHIPSELECT ACHIEVEMENTS:► Within the first year of the IBP process being launched, North America delivered a tenfold revenue increase, an achievement widely recognized and credited to the IBP process.► I secured funding for a digital solution and personally worked with developers to create a business intelligence tool that enabled the IBP process to support proactive decision-making more efficiently and effectively through robust multi-faceted scenario modeling, data visualization, and reporting.► Nike recorded a 25% increase in global revenue in the first full year following the IBP process being rolled out to all key markets.

I was hired to develop, deploy, and govern global planning processes, standards, and technologies aimed at achieving best in class IBP and industry leading customer service performance. Oversaw $1.4M budget and globally distributed team of 15.INTEGRATED BUSINESS PLANNING (IBP) IMPLEMENTATION | S&OP | S&OE | PRODUCT LIFECYCLE PLANNING | CROSS-FUNCTIONAL TEAM LEADERSHIP | RISK MANAGEMENT | ANALYTICS-DRIVEN DECISION MAKING | TRUSTED C-LEVEL EXECUTIVE ADVISOR | BUSINESS ACUMEN | INTERPERSONAL RELATIONSHIP BUILDING | MULTI-CULTURAL DISTRIBUTED TEAM MANAGEMENT | DEMAND SUPPLY PLANNING SYSTEM IMPLEMENTATIONSELECT ACHIEVEMENTS:► I drove a 50% reduction in forecast error (MAPE) and 9-fold decrease in backorders by creating and launching global demand forecasting, supply management, product lifecycle, and integrated business planning processes, tools, and systems.► I built strong relationships with key leaders and stakeholders across Finance, Supply Chain, R&D, Marketing, Sales, and IT to drive adoption and continuous improvement of the IBP process, reducing excess inventory by 50% and days on-hand by 30%.► I established an IBP process training program and maturity standards. I conducted regional classroom education sessions and process audits to ensure policy adherence and continuous improvement at a global and regional level.► I led risk management planning and execution efforts to mitigate the financial impact of a worldwide product recall through IBP and S&OE process-driven decision making and execution.► I advised the Corporate Commercial Officer on a wide range of business issues, including risk mitigation and execution strategies, by providing data- and analytics-driven thought recommendations to deliver short- and long-term business results.

I managed a team in producing 18-month product forecasts (units and $) for US and Canada. I led open-to-buy and new product consensus demand forecast reviews. I achieved annual SKU harmonization and rationalization targets through data-driven analytics and cross-functional influence.DEMAND PLANNING | S&OP | PRODUCT LIFECYLE MANAGEMENT | SKU RATIONALIZATION |ERP SYSTEMS | FORECASTING | TEAM MANAGEMENT | EXECUTIVE COMMUNICATION & PRESENCESELECT ACHIEVEMENTS:► I was hand-picked to serve as the SAP APO business process design and implementation lead for all brands within the Estee Lauder portfolio.► I led efforts to integrate operating models and ways of working to enhance market execution performance in partnership with Brand, Marketing, Sales, Finance, and Supply Planning teams.► I bolstered joint business planning and cross-functional value creation through increased forecast accuracy, instore availability, and successful product launches.

In this role, I managed a team in delivering continuous improvement initiatives to enhance forecasting capabilities, accuracy, and efficiency. I led the design and execution of advanced statistical forecasting models.

I was rapidly promoted from Senior Forecast Analyst to Forecasting Process Manager for the US business and subsequently to Senior Manager for North America. In this role, I had management responsibility for the US and Canada regionally based demand management and Consumer organization ERP master data teams.S&OP PROCESS IMPLEMENTATION | CONTINUOUS IMPROVEMENT | ERP & ADVANCED PLANNING SYSTEMS | DEMAND SUPPLY PLANNING | MASTER DATA MANAGEMENT | ACCELERATED LEADERSHIP DEVELOPMENT | INTERPERSONAL RELATIONSHIP BUILDING | FORECASTING METHODOLOGIES | PROGRAM MANAGEMENT |CROSS-FUNCTIONAL COLLABORATION | EXECUTIVE COMMUNICATION & LEADERSHIP PRESENCE |CPFR PROCESS & SYSTEM IMPLEMENTATION► I was selected by the North America executive leadership team to lead the development and deployment of Canada’s monthly S&OP process to support E2E supply chain, financial, and business growth objectives.► I oversaw the process and system (JDA) design and deployment for collaborative planning, forecasting, and replenishment (CPFR) to increase planning efficiency and effectiveness.► I introduced and drove widespread adoption of consumption-based forecasting methodologies.► I had management responsibility for the ERP master data quality and maintenance team for the entire Consumer organization.

I developed statistical shipment forecasts and consumption/price elasticity models to optimize sales, customer service, and inventory to achieve business goals.

I utilized economic and demographic data to develop regression models for state revenue forecasting. I also clarified the implications of proposed tax law changes by preparing financial impact estimates.

I provided critical insights to the Governor regarding the potential financial impact of proposed legislation to inform his law-making decisions.

During the Clinton administration, I developed cost-benefit analyses to inform funding decisions for the NAFTA and Maglev (magnetic levitation) programs.