Appointed to restructure the IT Cosmetics operational organization and supporting financial and supply chain systems integrations to create a supply chain and open manufacturing organization, in preparation for global brand expansion and high growth. Provide leadership and direction to a management team of 7 in supply planning, promotional planning, and demand planning.

Selected to lead one of 10 Luxury Division initiatives to make L’Oreal more consumer-centric. This initiative, “Total Program Availability,” was aimed at developing a new process and structure to launch Lancôme to the end-customer in a totally different way. Managed three teams in supply planning, promotional planning, and go-to-market planning (a newly created function).Created a new consumer-centric focus in the supply chain to move the organization from a product-oriented mind set to a full program and consumer mindset, driving a true luxury experience, rather than “just a sale.” Rolled out new organization to include subcontracting and inventory management functionalities in planning, and implement a new way to go-to-counter to deliver a 360-degree perfect program.

Led and implemented strategic vision for Lancôme’s supply planning team to ensure a luxury experience at retail through the forecasting, supply, and execution of both revenue and non-revenue items. Managed supply chain costs in the P&L, healthy cash flow through inventory optimization in USA, and sourcing of Canada and Latin America needs in Cosmetics, Skin Care and Fragrance.