Responsible for developing the Supply Chain Strategy for an enterprise consisting of 11 leading brands manufactured across 12 manufacturing sites through accountability of Demand & Supply Planning, Sourcing, Warehousing and Transportation functions. Accountable for annual procurement spend of up to $693 million, SG&A budget of over $18 million, and $85 million in raw material and finished goods inventory. Established a Demand Driven Supply Chain and Operations Model to enable the business to recover from significant supply disruptions and customer constraints resulting in substantial gains in service levels, revenue and EBITA. • Aligned demand signals and supply capabilities across the business to increase average weekly revenue in a $650 million business unit by an average of 44% while improving On-Time Delivery Performance from the low 30% to new monthly averages of 89%.• Developed and deployed an enterprise-wide standard S&OP process that is being rolled out to all business units. In support of this key initiative, developed a demand forecasting tool capable of generating a statistical forecast while folding in demand sensing activity from the market to produce a 24-month robust segmented unconstrained consensus demand forecast.• Generated $8M procurement savings by deploying a collaborative business process of generating innovative cost savings business cases and leveraging business stakeholders to drive collaborative results. • Lead the development of Supply Chain Digital Business Requirements for enterprise-wide ERP solution deployment through integrated planning, execution and transportation technology tools.• Leveraging staff leadership competencies, developed strategic supply chain roles and structure to implement enterprise-wide supply chain Centers of Excellence focusing on deploying consistent, sustainable business processes across the planning, sourcing and transportation functions of all business units.

Direct a staff of 220 people responsible for all Demand & Supply Planning, Procurement and Logistics functions across 3 integrated manufacturing and distribution facilities. Accountable for annual procurement spend of up to $864 million, SG&A budget of over $9 million, and $105 million in raw material and finished goods inventory. Established a Demand Driven Supply Chain Strategic Vision and governance model through assessing maturity levels of each function followed by creating and executing a transformational strategy.• Championed the deployment of a 5-step S&OP process in 7 months transforming a reactionary siloed autonomous business operation into a highly collaborative demand-driven value chain network. • Transformed Planning, Procurement and Logistics functional capabilities by conducting initial maturity assessments subsequently developing strategic visions and roadmaps in each functional area dimensions to drive improved performance. • Generated $6.1M procurement savings by shifting the organization from a tactical procurement team into a strategic business partner through establishment of category management and supplier segmentation. • Architected and led a cross-functional team focused on overall supply chain synchronization focused on customer centricity driving service metrics up by 8% points while maintaining static weeks of inventory.• Deployed Demand Driven Value Chain governance strategies to flex supply and inventory positions in alignment with the demand disruption of COVID-19 resulting in a 21 % ($15.5M) reduction of inventory.• Developed a Supply Chain Digital Strategy with prescriptive analytics tools that enabled sense and respond optimization capabilities across demand forecasting, supply planning and raw materials procurement.• Established Material Handling Transformation Vision while deploying Automated Guided Vehicle and Laser Guided Vehicle technology to reduce operating costs and reduce safety exposures.

Directed a staff of 150 people responsible all transportation, warehousing and shipping functions across 3 manufacturing and distribution facilities. Accountable for annual transportation spend of $52 million and operational spend of $28 million. • Deployed Oracle Transportation Management along with in-sourcing transportation planning & execution. The business transformation resulted in an ongoing annual transportation cost savings of $2 million and earned the annual CEO Significant Improvement award. • Championed an Exposure-Driven Safety Culture through proactive focus on elimination of safety exposures to reduce Significant Injury or Fatality (SIF) incident rate of 26% to 19% by leveraging Hierarchy of Controls to focus on the factors that cause hazards and exposures to thrive.• Responsible for design and construction of $14.8 million of storage capacity expansion projects including 452K square feet of warehousing and 26 acres of outside yard storage. • Achieved EPA’s Smartway Shipper Partner level by measuring, benchmarking, and subsequently improving freight transportation efficiency on an annual basis to advance supply chain sustainability.

Led logistics business unit with annual revenues exceeding $50 million. Direct P&L activities and global product distribution functions and final mile delivery with 45 employees. Accountable for revenue management, strategic planning, customer and vendor relations, logistics, and key account management. Developed value chain partnerships with industry leading transportation and distribution providers to execute day-specific product launch distribution on a global basis.• Captured $1.1 million savings and margin improvement by optimizing transportation mode selection and service provider consolidation while reducing overall time in-transit by an average of .55 days (19.4% improvement).• Improved on-time delivery from 92% to 99.2% and generated 7% reduction in carrier costs by conducting and executing a series of transportation network optimization modeling scenarios. • $994,000 generated in annual cost savings through deploying Six Sigma training programs resulting in completion of 32 Green Belt projects and achieving Six Sigma culture validation through third-party audit.

Responsible for $65+ million spend to support international and domestic transportation and logistics operations. Implemented a global Transportation Management System (TMS) to plan, execute and provide shipment visibility from PO generation to retail store delivery. Accountable for the development and implementation of a home delivery program direct from distribution centers to support retail and internet sales with a 48-hour B2C order fulfillment cycle time.• Secured $2.2 million in annual cost savings leveraging TMS capabilities to optimize the transportation network configuration, planning and executing truckload, rail, intermodal, LTL and small package shipments.• Reduced outbound transportation costs by $1.4 million and increased on-time delivery by 7% by implementing a national pool distribution network to decrease the average transit time to retail locations by an average of 3.4 days. • Saved more than $800,000 in logistics costs and reduced cycle time by 21 days by developing a deconsolidation center strategy to redirect store-ready merchandise directly to pool distribution centers.• Deployed case-level tracking with created near real-time inventory visibility throughout the transportation value chain and reduced inventory shrinkage down by over 3% points to .02%.• Generated more than $1 million in annual revenue growth by building and maintaining key vendor compliance best practices to optimize operational efficiencies within regional distribution centers and national pool distribution locations.