Kathy Romard Email and Phone Number

Led a team of 700+ Project Engineers across the globe to deliver high quality, customized Warehousing & Distribution systems.

Leading a team of eight engineering and package development resources and manage capital spending of $8M to $20M per year for this $1B Beverage business (Juicy Juice, Sunny Delight, Daily's, Little Hug). Report directly to the Chief Operating Officer.Key Accomplishments: (1) design, delivery and start-up of new Hot Fill Beverage making and packing manufacturing system ($2M/yr savings project), (2) led cross functional team to reduce yield loss ($1M/yr savings) through continuous improvement, and (3) led engineering and package development team to provide full range of services from early feasibility assessments through delivery, start-up and current business support and optimization.

Led 70+ engineers and managed capital spending ranging from $100M to $250M per year for this $8B Laundry business (Tide, Gain, Ariel, Downy, Unstoppables). Reported directly to the Global Fabric Care Engineering VP. Key Accomplishments: (1) Delivered a large portfolio of North American product initiatives (creating $200M to $400M in incremental sales per year), extensive micro risk remediation projects and transformative site masterplan projects. (2) Improved speed of new product launches, manufacturing efficiency, productivity and lowered capital costs by creating a menu of global standard equipment and plant layouts. (3) Simultaneously designed, constructed and started up three new manufacturing sites in Brazil, China and Indonesia by leveraging the global standard menu and inspiring/engaging/enabling the organization.

Led 25 engineers and managed capital spending of $40M per year for this $3B Personal Health Care business (NyQuil, DayQuil, Vicks, Pepto-Bismol, Metamucil). Reported directly to the Global Health Care Engineering / Teva Joint Venture Establishment VP. Key Accomplishments: (1) Led engineering through the establishment of a new partnership model with Teva Pharmaceuticals and built needed engineering organizational capabilities. Gained alignment to proceed with proposed optimized supply chain design. (2) Co-led operational efficiency improvement program for the four Personal Health Care P&G manufacturing sites and delivered a 20% improvement in capacity with an 80% reduction in changeover times. (3) Led cross-functional technical team that successfully delivered a top priority initiative that restaged the entire NyQuil/DayQuil portfolio. Drove early identification and communication of issues, data based issue resolutions and timely management decisions to enable team to meet deadlines and improve project NPV by $20M.

New Body Wash Manufacturing Module: Led a team of seven engineers to design, construct and start-up a new $50M body wash (Olay, Gillette, Zest) manufacturing module. Key Accomplishments: (1) Partnered with product development to create a Lean Manufacturing breakthrough by converting from batch to continuous liquid processing with late stage differentiation. (2) Grew capability of China-based modular, low cost manufacturing that benefits P&G to this day by leaning in to have the entire body wash making and finishing systems modularly designed and fabricated in China and installed in USA. Put systems in place to ensure obstacles that our team encountered were removed for future P&G project teams.Cost Engineering and Low Cost Solutions Leader: Led a team of five cost engineers and successfully inspired/influenced a broad range of technical and capital leaders across the various Beauty businesses and regions. Reported directly to the Global Beauty Engineering Senior Director. Key Accomplishments: (1) Delivered a 30% reduction in capital spending ($135M reduction over 3 years) by creating, implementing, and leading the Global Beauty Low Cost Solutions program. (2) Enhanced early financial analysis and direction setting by ensuring accurate feasibility estimates and benchmarking studies. Provided accurate capital appropriations for all Global Beauty projects ($150M spending per year).

Responsible for: (1) growing Corporate and Health Care Cost Engineering capability, (2) delivering accurate capital estimates and project trending, and (3) establishing holistic financial modeling capability. Key Accomplishments: (1) Achieved Expert Cost Engineering certification and built skills in my team. (2) Led Corporate Cost Engineering network (50+ members). Refreshed and significantly simplified (50% reduction in time and number of instructors) Basic, Fundamental and Advanced Cost Engineering training programs. (3) Established cost modeling approach which was proven effective a quickly comparing multiple scenarios and clearly highlighting the key financial drivers.

Led engineering contractor team and partnered with R&D, Manufacturing, Quality, Purchasing to design, construct and start up the new Pepto-Bismol Liquids making systems as part of a major site consolidation savings project.Key Accomplishments: (1) designed and delivered new making systems that provided a significant improvement in reliability, layout, simplification and cGMP versus the previous making systems while meeting cost and schedule success criteria. (2) Developed a well received Pepto-Bismol Technology Training manual and class for manufacturing technicians and leaders.

Key Accomplishments: (1) As lead process engineer on NA Health Care Liquids (Pepto-Bismol and Vicks) site consolidation study, identified opportunity to simplify making systems (47 tanks down to 31, avoiding $5M). (2) Achieved a 1.6x increase in Metamucil capacity with a simple $400 solution enabling $100+M/yr in incremental sales and avoiding a $5M capital investment

Responsible for consumer research, claim development and support. Key Accomplishments: (1) Turned insights on consumer behaviors, needs and language into superiority claims that significantly improved project financials on Rx to OTC switch products. (2) Created a new, more accurate approach to measuring toothbrush cleaning performance which enabled a 34% more inter-proximal cleaning superiority claim.