As a member of the Brockville senior leadership team, lead and mentor a team of Master Schedulers Senior Buyers, Warehouse and Logistic Managers with accountabilities to direct the daily execution as well as develop short and long term strategies to support corporate growth and customer order demand.Developed and deploying a 2 year strategic supply chain redesigned to align system capabilities which includes:o Implementation of an Inventory Management strategy designed to increase velocity of the supply chain, reduce material handling on inbound materials as well as reduce inventory investment while at the same time increase responsiveness to customer demand changes.o Development of executable production schedules to align all areas of the business to one consistent customer driven plan as well as built tools to manage the communication of material requirements to supporting teamso Vendor capability review to drive reduction in total cumulative manufacturing lead time, improve flow of product into the facility and increase on time delivery metrics.o Metrics to drive accountability and root cause corrective action performanceSupply Chain improvement results for the first 18 months include: o Increase in inventory turns from 4.23 per year to 7.90 per year, o Increase in vendor on time delivery from 74% to 96+%, o Reduction in lead time for Raw Materials of 16% / Packaging of 63%,o Manufacturing schedule attainment from 72% to 94%,o Customer Service performance for the first 12 months include an increase of on time delivery from an average of 75% to 94% which included a service rating of 100% within the first month 6 for the first time in company history.

Key Proficiencies: Logistics, Operations Management, Production Planning, Master Scheduling, Change Management, Sales and Operations Planning, Value Stream Mapping, Inventory Management, Leading a team of Master Schedulers, Production Planner and Material Handlers accountable to develop short term and long term supply plans to support customer order expectation.Developing and deploying strategies to drive predictability and repeatability in the short term planning and supply execution window by creating one aligned plan which includes timefences to drive stability for internal and external supply. Developed visibility tools and weekly cadence to provide transparency to the production plans as well as drive alignment to the quarterly Sales and Operation Plans.

Key Proficiencies: Demand Planning, Logistics, Operations Management, Production Planning, CPFR, Change Management, Sales and Operations Planning, Global Supply Chain, Value Stream Mapping, Inventory Management, Distribution Planning, Procurement, Kaizen EventsWorking within the LATAM Business operations team lead the Demand Planning/Supply Execution Team accountable for the demand and supply chain planning function. Using the market based sell out data and strategic inventory models create a business unit supply plan to support retail and enterprise operations.Working with Global production facilities, generate global supply plans including Master Production Schedules (MPS) and detailed Production Plans based on regional capacity levels. Coordinate distribution and warehousing teams to optimize central and regional inventory levels to support service level as well as capital expenditures.Deployed new planning cadence to more closely align to Market based demand. Results to date include reduce channel inventory by 30% and Point of Sales forecast accuracy from 60% to 82%.

Key Proficiencies: Demand Planning, Logistics, Production Planning, CPFR, Change Management, Sales and Operations Planning, Global Supply Chain, Value Stream Mapping, Inventory Management, Distribution Planning, Call Center ManagementWorking within the Americas Business operations team accountable for the Supply Chain execution window (0-90 days) planning horizon to ensure purchase order coverage to consume demand, addressing issues within supply chain as it relates to meeting carrier request dates and act as the point of contact for all New Product Introductions within the Americas (North, South and Central).Designed a comprehensive CPFR Governance Model to achieve alignment of the demand plan between Blackberry, regional distribution partners and the carriers which includes a comprehensive roles and responsibilities matrix, quarterly calendar of key dates to tie into BlackBerry’s quarterly guidance process, an escalation matrix as well as a meeting framework that aligned the 3 parties to 1 Assumption Based Plan. Increase forecast accuracy by 32% in the first 6 monthsProvide regional senior leadership within the Americas Business Unit with a clear view of risks within the plan and implement action plans to mitigate. This process includes aligning with Supply Chain, Product Management, Channel and Corporate Finance as well as the carrier facing sales teams to gain approval on the recommendation through the S&OP process.Member of the Global Cultural Transformational SME team accountable to drive organizational change through improved communication amongst teams and functions

Key Proficiencies: Demand Planning, Logistics, Production Planning, CPFR, Change Management, Sales and Operations Planning, Global Supply Chain, Inventory Management, Distribution Planning, Procurement, Call Center ManagementReporting to the Senior Director – Customer Forecasting and Operations, lead a team of 10 Demand Planners, Order Execution Specialists and Business Analysts in the development of demand/supply plans for North and South American customer. Initiated and optimized supply chain strategies to identify inbound material or capacity constraints to direct the global planning and execution teams to identify solutions.Implemented continuous improvement through employee development initiatives, using the Six Sigma DMAIC processes, improved forecast accuracy from 35% to 50% year to date, and on time delivery from 46% to 72%. Developed and implemented regional demand plans with the Global Supply Organization to ensure sufficient capacity exists globally to support order timing and regional product mix. Created cross functional execution teams to identify short term and long term capacity/material constraints, assess the effect on unit and profitability targets and report to regional business teams. Transformed the Global Weekly and Monthly Demand Planning process to gain alignment within the organization to one demand signal with the Carrier Business Units, Finance and the Regional Operations team. Gained consensus on using one Global Demand Signal for supply while reducing duplication of effort and a more streamlined process through S&OP.Accountable for the Order Processing and Logistics team responsible to ensure the execution of all logistics related issues within the region including call center administration.Lead and mentored a Highly Skilled team of professionals by engaging them to embrace innovative thinking in linking their everyday efforts to support the business strategy and tactical plans, while growing their individual skills.

Key Proficiencies: Demand Planning, Logistics, Operations Management, Production Planning, Change Management, Global Supply Chain, Value Stream Mapping, Inventory Management, Distribution Planning, Kaizen EventsAccountable for the NPI Project Team including Global Supply, Product Management and the Demand Planning teams, in the new product introduction process to achieve a seamless transition of new products into the global marketplaceDeveloped the NPI process roadmap as it related to the Carrier Rollout Plan including Roles and Responsibilities of the team members highlighting the specific departmental accountabilities, process milestones, critical paths and communication planning to the organizationLead the monthly, weekly and daily execution meeting designed to direct the global teams to align demand, order placement, order promising and logistics. Through this process we highlighted and resolved global supply risks as well as mitigating risks to regional marketing campaigns.

Key Proficiencies: ERP/MRP/EDI/WMS Implementation, Logistics, Operations Management, Production Planning, CPFR, Change Management, Sales and Operations Planning(S&OP), Value Stream Mapping, Inventory Management, Distribution Planning, Procurement, Call Center Management,Reporting to the President coached and mentored a team of programmers, implementers and trainers during the integration of ERP(MRP/CRP), WMS, EDI and business process improvement tools for clients in Tier 1 and 2 Automotive(TMMC/TMMK, NUMMI, Magna, Honda, Ford, Chrysler), Consumer Packaged Goods, Polyurethane Foam, Electronic and Service Industries. Lead operational consulting projects with client senior level executives, middle management and business ownership groups to improve operational efficiencies in all area of involved in Supply Chain, Logistics and Inventory Management. Accountable to develop Project Charters and engage with customer executive teams through project inception to completion of the engagement including budget planning and reporting.Directed the implementation of over 20 ERP/Supply Chain redesign projects that included clients with over 200 users, 8 integrated manufacturing facilities and implementation budgets of greater than $1MM.Evaluated business processes and performed value stream mapping with new and existing clients to quickly identify inefficiencies and opportunities to improve the flow of materials and information within the complete business environment from sales management, supply chain execution, manufacturing, warehousing and financial reporting. Accountable to manage the Customer Call Center to ensure client satisfaction and ensure internal and external employees were aligned on the project deliverables.Accountable to provide post implementation support to clients to ensure process consistency and sustainability as well to develop additional revenue streams

Key Proficiencies: Demand Planning, Logistics, Operations Management, Production Planning, Change Management, Sales and Operations Planning(S&OP) ,Value Stream Mapping, Inventory Management, Distribution Planning, Procurement, Call Center Management, Lean ManufacturingReporting to the Vice President Manufacturing and a member of the President’s Management Operation Committee mentored a team of 18 direct and indirect reports including buyers, master scheduling, warehouse managers, materials handlers and production schedulers.Accountable for the Sales and Operations Planning process for the Water Heating Division. Working closely with Sales, Finance and Manufacturing responsible to develop short and medium term strategies to support the Business Plan. Developed metrics and reporting to monitor the effectiveness of the plan as well as several strategies to improve on time delivery and reduce inventory investment.Managed the flow of all components, both purchased and manufactured (> $65 MM) as well as developed and implemented strategies to improve supply chain effectiveness through supplier consolidation , VMI replenishment systems and supplier lead time reduction for all major commodities including steel, corrugate and electronics. Initiated and acted as Change Agent during the implementation of Demand Flow /Lean Manufacturing Strategies which resulted in:o Total lead time reduction from 83 days to 36 days and internal cycle times from 16 days to 7 days through streamlining of supply and consumption pointso Increased inventory turns from 11.1 to 14.8 and increased the Return on Capital Employed from 76% to 92% on inventory values of over $4 MM.o Increased Customer Fill Rates from 82% to 96%o Improved item level and Finished Goods inventory accuracy from 50 –55% to 90%+, through cycle counting, improved visibility of shop floor data and warehouse operations.

Key Proficiencies: Demand Planning, Logistics, Operations Management, Production Planning, Change Management, Value Stream Mapping, Inventory Management, Distribution Planning, Procurement,Developed and administered a supplier evaluation and rationalization strategy with all key commodities. Major results included:o Corrugated supplier reduction from 8 to 2 with $103, 000 reduction in expenditures (23%) o Label stock supplier reduction from 6 to 2 with $56,000 reduction (18%).Administrative and warehousing cost reduction of 4% of COGS and on time delivery improvement of 18%Developed and implemented strategies to integrate supplier deliveries to production demand allowing for direct to line delivery of bulk packaging materials which reduced material handling and improved the flow of materials within the warehouse.Designed and lead projects to improve the effectiveness of new products through increased communication between the engineering, supply chain, inventory management and marketing departments for the purpose of reducing the initial time to market and inventory obsolescence..