Led through the company’s three key stages:(1) Transformation - primary work streams included leading and implementing an NPI stage gate process, initiated company’s first indirect sourcing team to drive ~20% savings across commercial spend pools and kicked off a much needed spend authority/governance process; additionally, managed through 3 rounds of company-wide RIFs (2) Chapter 11 - negotiated discounted accounts payables with global supply base, mitigated liabilities for divested brands and managed to persuade key vendors to protect supply assurance which essentially “kept the lights on”; acted as key liaison with Ankura (advisory firm)(3) Restructuring - onboarded new ownership/investors; advised on operational and manufacturing strategies to reset performance to drive desired turnaround results Brands managed: Morphe, Morphe 2, Born DreamerDivested Brands (formerly managed): REM, Jaclyn Cosmetics, Bad Habit, Love Me Some, Such Good Everything

Brands managed: Harry's and Flamingo- Oversaw Harry's personal care spend that increased 6x during my leadership; sourced everything from raw materials, fragrance, packaging, contract manufacturing, etc.- Scaled supply base to meet explosive global demand; initially supporting production for 2 major domestic retailers in 2018 to over 30+ global retailers by 2021- Strong partnership/marriage with R&D leadership and functions to support product development for innovation, new brands, new regions, product extensions, etc.- Owned global contract manufacturing strategy resulting in on-time launches for 60+ products with protected surge capacity to fuel rapid growth- Led contract negotiations for Master Service Agreements, SOWs and formula IP- Due to global constraints driven by Covid-19, led supplier interventions and daily hypercare meetings to manage supply risk and supply assurance- Although merger with Edgewell was blocked by FTC, served on integration leadership teams for "newco" procurement and culture planning- Influenced C-Suite to create a DE&I employee council for actionable feedback on initiatives and critical needs, also served as council member

Brands managed: L'Oreal Paris (Everpure, Everstrong, Elvive, Ever Creme, Ever Curl), Garnier and Hair Color-$450MM spend for multiple North America brands in Hair Care, balance of category sourcing, product development and procurement strategy; managed team of 4 direct reports- Supported in-house manufacturing in US (multi sites), Canada and Mexico- Tough decision, but short stint in role before resigning to join Harry’s to help scale their supply chain to meet explosive growth --- couldn't resist the amazing opportunity!

Brands managed: Pantene, Head & Shoulders, Aussie, Herbal Essences, Hair Food, Old Spice, Ivory, Olay, Metamucil, Pepto Bismol, Vicks, Crest, Scope and New Chapter Vitamins- Sourced Resins, Blow/Extrusion/Injection Molding, Packaging and Co-Manufacturing ($220M spend)- Received “Carey Price Award” for driving zero risk during Hurricane Harvey which drove severe impact to resin supply chain)- Received “Helmsman Award – Cost Champion” from P&G’s Hair Care business unit- Received “Make A Difference Award” for team culture, presented by P&G’s Chief Purchases Officer- Reported directly to the Business Purchases Leader (BPL) for Global Beauty projects and innovation- Supported “NASCAR” strategy, at the time, a highly classified supply chain network redesign that effectively launched in 2018- Negotiated a $134MM supplemental agreement with an adversarial supplier delivering $4MM in guaranteed NSS- Onshored Olay supply chain (from PR) to deliver $2MM+ in cost savings and reduced lead time by 50%- Achieved $12MM in supplier diversity spend aiding P&G’s commitment to empowering minority businesses- Drove over $10MM in free cash acceleration by negotiating with suppliers to adopt Net 120 payment terms

Brands managed: Gillette, Venus, Oral B and Braun- Sourced Engineered Resins globally supporting innovation, risk management, supply assurance, value engineering, etc. ($90MM spend)- Delivered 8% ($7.2MM) in net structural savings against a 6% stretch target- Revamped BCP strategy for $150MM in high risk raw materials, aligned senior leadership and secured resources to execute strategy- Regarded as one of the “resin gurus” within P&G, consulted buying teams and GBUs to hedge risk/cost via predictive modeling, should cost analyses and distributed a monthly report summarizing indices/markets/trends- Developed 3yr sourcing strategy for thermoplastics which led to $6MM in cost savings for EU and LA manufacturing plants- Led negotiation and secured a multi year $87MM contract with a strategic global resins supplier- Negotiated index pricing mechanisms to hedge volatile fluctuations tied to global oil and macro movements- Decreased precolored resin proliferation by over 25% globally by moving to natural grades and coloring at global in-house manufacturing plants- Established raw materials supply chain as a launch team member for Gillette’s then new plant in Ho Chi Minh, Vietnam- Received numerous “Power of You” awards for Outstanding Crisis Management and Executing With Excellence

P&G's former New Ventures group.