Leads the Integrated Business Planning program, enabling Ardagh Glass North America to manufacture the correct product, at the correct time, for the correct customer, in the correct amount. We craft quality in every container!

Lead the global Demand and Supply Planning organizations for the Safety and Productivity Solutions business group at Honeywell.

Focused on building capabilities across the global Supply Chain landscape.

Direct multiple productivity projects for Newell Brands; Food Division (Rubbermaid food storage, Ball Jar fresh preserving). Work cross-functionally across Supply Chain Planning, Operations, Marketing, and Finance resources to deliver high-impact financial productivity improvements across global supply chain. Strong ability to influence functional leaders to align on process and methodology changes.• Lead a multi-dimensional Supply Chain Transformation productivity initiative across Demand and Supply Planning functions, with integration to Brand/Trade Marketing, Operations and Distribution. Project towers include: - IBP (Integrated Business Planning) cycle implementation and transition from current S&OP model. Metrics: Demand Forecast improvement (WFA & Bias). - Supply Planning process integration across multiple Food Division Business Units, including an aggressive inventory reduction strategy. Metrics: Inventory DOH, Fill Rate, On-Time-Ship) - Portfolio Optimization for sku rationalization and category simplification. Product Lifecycle Management, launch and end-of-life process strategy (Margin, Gross Sales, Sku Count).• Lead transition of sourcing strategy from internal manufacturing to external outsourcing model, delivering significant annual cost savings. Direct a core team of 10 resources to lead multiple program work-threads, ensuring a coordinated approach to transition the business model over a 2-year timeline. The project scope includes the relocation of packaging operations, facilitating the effects bargaining with a union-managed operation, and campus decommissioning for eventual sale of real estate and impaired assets.

Lead the global Supply Chain Planning team for TTI Floorcare (Hoover, Dirt Devil & Oreck vacuum brands), to ensure flawless execution of manufacture, procurement and distribution of products to meet the needs of a large retail customer base. Responsibility includes replenishment planning and procurement of finished goods, after-market and service parts. Ownership of the S&OP process cycle, culminating with the Executive review of the annual replenishment plan and demand forecast. Accountable for inbound freight strategy and logistics management from international TPM sites to US warehouse locations. Delivery of business transformation and productivity projects, including Oracle implementation, vendor schedule attainment and inventory reduction strategic plan.• Inventory management accountability, including run rate and promotional volume, safety stock, and excess & obsolete inventory. Development of supply planning process to support life cycle management (new item introduction through end-of-life sku rationalization). • 2016 productivity savings project: inbound freight • 2017 productivity savings project: distribution network rebalance• Director of Demand Planning: Team of 5 resources with responsibility to develop annual demand forecast, including measurement of key metrics such as forecast accuracy. • MRP Implementation Lead: Direct responsibility to design and deliver Oracle VCP Planning system, including all phases of project (Scope, Design, Develop, Test, Go-Live & Hypercare) with support of an indirect staff of internal resources and third-party consultants.

Responsible for inventory and customer service to all regional markets. Lead the strategic and budgetary processes by developing volume commitments that meet requirements of the S&OP strategy. Used a combination of SAP system applications and capacity modeling techniques to project internal utilization constraints and develop strategies to resolve capacity issues as they arose. • Create the monthly rough-cut capacity model, resulting in the master production schedule (MPS), to ensure that all detailed production schedules and material requirement plans (MRP) are optimize the regional manufacturing network. Leverage both internal and TPM plants to support the volume. • Deliver a $130M gross inventory budget with emphasis on the $77M finished good inventory budget. Develop pre-build volume strategy in 1H2015 to support 2H2015 capacity constrained network. • Communicate monthly capacity updates and present to North America Supply Chain leadership team. Align with regional operations groups to develop strategies to address capacity gaps balancing volumes and labor constraints across both internal and external supply sources.• Manage inventory levels at all stages of the manufacturing process (raw, pack, in-process and finished good). Facilitate inventory management projects, such as implementation of safety stock levels across global manufacturing locations. • Optimized the SAP/APO system by designing and implementing a free-floating supply planning process, generating the production schedule in the 3 – 24 month time period. Eliminated non-value manual adjustment to the schedule, which produces a streamlined monthly capacity model development cycle. • Facilitate communication between Regional/Plant/External Planning groups, Logistics team and Quality Assurance regarding upcoming production schedules and pending batch releases. Develop and initiate action plans when potential supply disruptions require inventory allocations.

Lead the design and execution for all global SAP manufacturing processes; including Production Execution, Warehouse Management, Quality Management and Plant Maintenance. Additional responsibility for the Global Weighroom Information System, Disposal Order Workflow and EDI processes related to 3PL partners. • Delivered all project milestones against an aggressive project plan; including elements such as SAP system design, user acceptance testing, end-user training and procedure/work instruction development. • On time delivery of SAP system and process deployment in all global regions (NA, LA, EU & AP), including overlapping project plans within a 2.5 year period.• Balanced integration dependencies with cross-functional work streams including Planning (PTS), Sourcing (PTP), Logistics (OTC) and Finance (RTR).• Accountable to maintain global blueprint for emerging projects such as Singapore Manufacturing Plant and Asia Capacity Expansion (ACE).• Management of indirect resources including functional process leads, IT development team and third-party consulting resources (outsourced helpdesk support).

Lead the Production Planning organization for the Specialty infant formula powder plant. Delivered production schedules aligning volumes, capacity and Marketing initiatives. • Maintain a variety of metrics including volume and spending projections. • Drive improvement in the Schedule Attainment metric to measure and manage Operations performance against customer service commitments.• Coordinated TPM vendors to ensure continuous source of supply for subcontracted inventory. Author and approve TPM procedures.

Manage three operational departments (Warehouse, Weighroom, Processing).• Supervision responsibilities over 33 direct reports, clerical staff and agency employees.• Site responsibility for the coordination of the 2005 wall-to-wall physical inventory for Evansville Pharmaceutical Operations (EPO).

Lead the division financial activities, including monthly closing results and variance commentary, quarterly projections, and the annual budget.• Development of the 2004 budget with a value of transfers at $464M. • Cost standard and spending analysis, capacity reviews and completion of budget schedules.• Accountability for reporting the monthly P&L statement and quarterly projections.

Manage packaging department operations. Responsibilities included managing line-teams in a resource-constrained environment while maintaining high customer service levels. • Managed the packaging group, operating in multi-shift operation. • Integrated separate packaging teams into one combined reporting unit. Implemented the review of key metrics on a daily/per shift basis for this line team.

Supply planning responsibilities, including management of inventory levels and generation of production schedules to achieve optimal performance toward key metrics. • Routinely managed raw material inventory components; including such activities as purchasing, negotiating delivery schedules, and cost/benefit analysis on inventory levels.