Lead internal Business Optimization division of TerraCycle. Revamped signed freight and logistics operations, resulting in 1.5% yearly EBITDA improvement.

Led in the setup and operation of major sustainable packaging initiatives for brands like McDonald's, Carrefour, Procter & Gamble, Walmart, and Nestle, among others. Developed and optimized an innovative logistics network of lean operational facilities to make reusable consumer packaging a reality around the world. Took over a demoralized team and redefined mission to increase morale and productivity.Supervised development, implementation, and maintenance of major quality control initiatives encompassing Quality Management System (ISO 9001), Good Manufacturing Practices, Good Warehousing Practices, and Warehouse Management System.

Hired and led a dedicated supply chain team to stand up major retailers' and CPG firms’ packaging sustainability programs throughout the United States and Canada. Led the trailblazing industry of sustainable and reusable packaging. Spearheaded end-to-end activities of the supply chain operations team for Loop North America, such as logistics, warehousing, data entry & security, and industrial cleaning from the ground up.Established a nationwide network of warehouse, logistics, and cleaning production stakeholders to coordinate lead packaging sustainability initiatives with Walmart, Procter and Gamble, Unilever, Nestle, Kroger, Ahold-Delhaize, Burger King, and Tim Hortons.Led the creation and evolution of consumer packaging sustainability efforts including the establishment of an industrial cleaning facility and process for branded consumer packaging (plastic containers, food jars, and beverage bottles) for the world’s largest CPG firms and brands.Reduced operational budgets by up to 80% within 12 months by monitoring and redirecting ineffective strategies.

Oversaw financial planning and execution for the supply chain transformation leadership team to promote business growth. Directed and guided the cross-functional team through all aspects of major supply chain restructuring initiatives, such as plant closures, warehouse optimizations, and complementary partnerships, by acting as head of FP&A for supply chain optimization. Formulated strategies for operations execution before delivering dynamic, easy-to-comprehend Excel and PowerPoint presentations to senior leadership. Streamlined distribution routes and reduced freight reliance to generate key financial success indicators. Analyzed and developed key production and supply chain metrics to enhance efficiency and achieve optimal scalability, in-creasing annual EBIT by up to $50M.Forged agreement on the most effective production strategy through objective financial analysis, making decisions to either close production lines or elevate capacity as required.Drove continuous improvements in profit margins by fostering strong relationships with suppliers and strategic partners.

Steered all facets of budget management, predictive analysis, governance, and financial documentation related to capital expenditures. Facilitated reallocation of limited and vital resources by precisely forecasting cash flow to senior leadership. Drove change in strategic thinking during challenging industry conditions and restructured reporting framework to fulfill new requirements. Maximized cash flow across a $10B enterprise by assessing ROI for all capital investments.

As founding member of the AT&T’s Big Data Center of Excellence, contributed to the ground-up establishment, expansion and integration of a internal data innovation “start-up,” leveraging big data programs to guide key insights for customers and AT&T itself. Recipient of key contributor awards 2014-2016)Led internal consulting division in development, analysis, and execution of data-enabled savings and sustainability initiatives; improving cash flow and margins.Played key “translator role” between technical development teams & scientists to promote the development of big data analytics solutions to senior leadership.

Lead Financial Analyst: Strategic Transformation Facilitated discussion and informed decision-making to senior leaders by creating comprehensive financial models and clear presentations on long-term strategic initiatives. Led a team of employees and consultants to forecast industry trends and budget for 20+ years into the future, ultimately leading to key decisions on company strategy. Engaged directly with executive leadership to manage the largest transformation project in the company's history, leading to major efficiencies in key fixed cost reduction efforts. Optimized capital portfolio worth $500M by leading transformation from cloud computing (AT&T's principal commercial growth engine at the time) to cloud networking.Led financial analysis for AT&T’s largest capital initiatives. Actively challenged consensus thinking to optimize cash flows and earnings. Developed comprehensive financial models and clear executive presentations to facilitate discussion and decision making. Received key contributor awards 2013-2014.

Advanced through positions of progressive responsibility as a member of the AT&T Leadership Development Program. Promoted to Senior Manager after successful stint as Lead Project Manager. Received Key Contributor Award in 2011 for efforts on major project delivery. Facing critical deadlines; led nationwide, cross-functional acceleration summit to finalize implementation of services to key customerCollaborated with six disparate business silos to lead delivery of multi-tiered, One-AT&T service to key customerIdentified internal procurement shortcoming and addressed it immediately, using personal finances to deliver customer service when necessary

Hired into the prestigious AT&T Leadership Development Program (LDP) in 2009. Led operations crew of 15 unionized technicians in the city of Chicago in installation and repair of AT&T’s groundbreaking fiber-optic consumer network services (television, internet, voice) Refocused crew strategy, focusing on quality over speed; ranked in top 5% of all operations supervisorsCollaborated with union leadership on bi-lateral approach to operations, promoting efficiency

• Monitored and analyzed AT&T internet service quality metrics• Implemented quality control measures that minimized network latency and enhanced AT&T cash flows

Proactively designed and implemented new business models aimed at increasing office productivity Supported and maintained a computer network of roughly twenty servers and 180 workstations while achieving a goal of sustained 99.999% operating capacity on all Information SystemsCollaboratively oversaw Information Technology tasks with other technicians consisting of disaster recovery, data backup and restoration, software research and implementation, and hardware maintenanceManaged all network crises; including telephone outages, downed e-mail systems, and server failures