- Responsible for ensuring the physical distribution network effectively supports the LHD and LUSY operational and commercial interests while delivering cost, service, and sustainability objectives. - Direct responsibility for the inventory controlling and analytics teams for each business and lead the monthly supply chain performance management cycle. Identify opportunities and strategies across people, processes, and technology in order to ensure delivery of cost, service and commercial objectives.- Responsible for delivering supply chain operational transformation through the strategic deployment of programs & continuous improvement tools and techniques. Support the business to improve and simplify existing processes and ensure capability of new processes to drive reliability, predictability and efficiency.

Lead the team responsible for supply chain performance management, including analytics, OS&D investigation and recovery, and inventory controlling across internal warehouses and 3PL partners.Developed and now lead a monthly supply chain operations review for leadership team - focused on insights, actions, and ownership of high visibility/high impact opportunities. Key wins from new analyses put in place include: Reducing average CHEP pallet balance by 38.5% Warehouse metrics improvement: carrier dwell time cut in half, case picking rate increased by 75 CPH/+17% pts >$1MM in OS&D claims paid out by carriers, external warehouses, or cross dock locations since 2021 >$800k recovered from invalid customer deductions in <2 years Created and implemented a focused improvement program that’s now a key annual goal across the supply chain team. Drives cost reductions, adds efficiencies, and improves processes. Projects completed have accumulated >$3MM in annualized savings.

- Drove implementation of demand planning and S&OP process. Developed order management tools that allowed for quick access to daily demand and item-customer level fill rate reporting.- Created planning model that integrated historical shipments and production as well as open orders and forecast. New model leveraged to build detailed, item level capacity forecasting across both production locations.- Developed freight tracking tool, creating customer and item level delivered cost analyses. Actions based on this data drove YOY rate based savings of over $750k.- Led team responsible for demand & supply planning, ingredients and packaging material replenishment, and vendor management across two manufacturing locations.- Key member of IT implementation and business integration teams after company acquisition by Lactalis US Yogurt/Stonyfield

Project manager for sales, marketing, supply chain, demand planning and financial IT implementations. Translated business needs into application/programming requirements. Drove business and IT process improvement.

Brought sales relationships and market research skills to fledgling demand planning process. Provided high accuracy demand planning through collaboration with Sales and Production teams – leading to >50% decrease in distressed product sales and donations in 2015 vs. prior year. Collaborated on monthly inventory and production planning models based on both budget and demand plan. Managed sales team’s annual slotting budget process, provided monthly updates on spend to senior sales team.

Earned reputation for Excel expertise, frequently consulted for assistance within own team and across departments. Processed and analyzed market and retailer data (Nielsen, IRI) to deliver monthly, quarterly and annual reports on branded performance to Marketing and Sales. Evaluated internal shipment and distribution information along with consumer, market, retailer or category based data runs to answer ad hoc business questions. Redesigned Cabot monthly market research reports for both run-time efficiency – <10% of prior processing time – and flexibility of analysis. Worked with Sales to prepare data, arguments and marketing materials necessary for retailer sales presentations.