- As the Transformation Director, I led the turnaround efforts of a well-recognized global brand focused on improving product, customer experience, innovation, sustainability, operational excellence, and people engagement

- Led Sales & Operations Planning project in Middle East. Developed S&OP, supply, demand process and systems recommendations that yielded $8M benefits in net present value to company- Established the trade compliance and optimisation function to comply with import/export laws and ensure international goods arrived just in-time while minimizing costs/tariffs. Over $1B/yr. managed- Led the strategy and roadmap for clearing the claims/returns backlog of over $70 million- Created 3PL agreement and managed transition services for the divestiture of US distribution facility

- Global Pharmaceutical Company - Led the Supply Chain workstream on the integration of generic pharmaceutical company Responsible for achieving a successful Day 1 and creating synergies through centralizing the Supply Chain function.- Designed a new dual DC model and inventory balancing strategy. Project managed completion of a new 275K Sq Ft DC. - Managed multiple value creation projects- indirect and direct sourcing, inventory reduction opportunity, etc.  Global Pharmaceutical Company - Led multiple initiatives with the common goal of improving the service operations of an acquired medical device company- Implemented an inventory segmentation/system parameter strategy, backorder process improvements, end-to-end metrics and a cross-functional governance process to improve focus and execution on agreed to customer service levels  Global Professional Services Company – Led the Integration Management Office (eight functional work streams) from pre-signing due diligence through post-merger integration of a gobal strategy focused consulting firm- Defined and implemented new operating model and go-to-market strategy for integrated business Global Equipment Manufacturer – Provided the client’s Divestiture Deal Team with order-to-cash separation planning and execution post $8.6B acquisition of a manufacturer of underground and surface mining machines- Parts Operations lead for dealer divestitures. Set-up operations for new legal entity required for each divestiture- Global lead for spare part returns project. Set-up physical/systemic flows, policy and rolled out training to all sites Provided the Integration Management Office with commercial and finance integration support related to a $2B global acquisition of a consumer health company with 100+ products in 50+ countries- Developed country playbooks to identify & execute on $200M of cost and revenue synergy opportunities- Managed the integration and go-to-market strategy for acquired beauty product

- US Telecommunications Company – Transformed the set top box (STB) supply chain operating model to reduce operating costs by $20M and decrease time to market for new products by over 1 month- Designed the supply chain distribution strategy & led roll out of 3 distribution centers vital to cost reduction initiative- Global Office Supplies Company – Developed a post-merger supply chain strategy and transition plan for a $9B United States delivery network. Reduced combined supply chain operating modeling expenses by $50M- Created a comprehensive business model to evaluate future network strategies and estimate the carbon footprint of each strategy. Evaluated trade-offs between cost, service level, inventory placement and facility location- US Government Agency – Led research and simulation efforts to reduce demand planner forecast error. Implemented performance metrics to help planners adjust forecasts and managers assess planner performance- Managed team responsible for improving demand planning accuracy for high dollar items with erratic demand patterns. Achieved $40M dollars in reduced forecasting error over a 6 month period- Global Banking and Financial Services Company – Developed and executed a vendor sourcing strategy post $2B acquisition of an investment bank- Guided synergy management and communicated daily risks & progress of vendor rationalization to leadership