As a member of the Quaker Leadership team, architected and leads the strategy for the entire supply chain as well as headquarter teams of production supply planning, productivity, and commercialization of new products and innovation. Matrixed management of finance, sales, procurement, and sales strategy. • Championed a reinvestment strategy following analysis of facilities with an average age of manufacturing plants of 94 years. Proposed and received approval for 3-year CAPEX strategy at 2-3x historical investment ($150MM versus $50-60MM annually) to modernize and improve IT, food safety, personal safety, and productivity. Implementing changes across talent, facilities, performance, and how Quaker docked into other PepsiCo divisions. • Assessed leadership capabilities throughout the supply chain organization and facilitated significant change at all levels in performance, culture, and expectations. Focused on performance management, new talent acquisition strategies, and improved Quaker Supply Chain’s standing as an employer-of-choice. • Drove significant 30% step up in End-To-End productivity through a number of system-wide initiatives, e.g., introducing automation to all distribution centers and implementing enterprise-wide information systems to capture waste in the manufacturing plants.

Oversaw Northeast US Supply Chain to include Manufacturing, Warehouse and Distribution Operations, and partnered with RVP of Sales to collaborate across the region to deliver against plan. Recognized twice with the PepsiCoE2E Supply Chain North American Award of Excellence. • Transformed NYC Metro GTM system after decades of failed attempts by the organization. Redesigned and successfully implemented new strategy from a DSD disadvantaged status to full complement of portfolio of products. Synthesized experience across manufacturing, transportation, distribution, and staff leadership to consider and solve for impacts across the entire supply chain. • Led supply chain integration supporting the acquisition of the PopCorners/BFY Brands, their 2 manufacturing plants, and all related systems and facility improvements. Through efficiency improvements and smooth integration, grew to support 100% growth of the brand.

Led manufacturing, warehousing, transportation, and service operations in this Top 5 largest asset base in Frito-Lay NA. Recognized with National Site Award for Excellence, elevating performance from bottom quartile to top site within 3 years.• Drove improvements through process execution, efficiency, clear expectations, and leadership to improve performance of direct to sales function. • Increased confidence of sales team through collaboration and meeting needs at new and consistent levels. This includes developing a collaborative Fulfillment Strategy that re-shaped the GTM approach across the Region. • Introduced new levels of automation to include multiple phases in packaging and pilots of driverless forklifts, driving productivity and over-delivering financial commitments every year.• Developed the vision to shape leadership and culture and institutionalize the shifts to be a top producer of talent that has gone on to lead at levels across the organization. • Cooperation with the sales team/ collaboration had been (because of the performance issues of this particular plant) the sales team confidence was lower that we could service their needs in the right way was hugely important. Ability to assess talent, new drivers of talent.

• Led start-up of 2 new processing lines that manufactured 5 new products and 30% of manufacturing capacity, collaborating with team on engineering complexity, staffing, and financial investments and results. • Drove efficiency across one of Frito-Lay’s most automated facilities.

• Drove improvements in process execution throughout operations to deliver on financial performance, service performance, and the ability to deliver fill rates at a high level. • Transformed team from “underperforming” to being recognized with National Warehouse Award in 2012 and National Logistics Award in 2013.• Led transition to compressed natural gas OTR tractor fleet.

Turned around an underperforming region across multiple measures of success from 19th of 19 to #1 within 3 years and improving its status as an employer-of-choice in the region. Recognized with National Sales Operations Award in 2011.Developed a multi-year strategic plan to grow performance through investments in Facilities, Fleet, and Leadership Talent.• Architected a strategy for investing in the facilities (repair, capital expenditures, and strategic relocations) and fleet, reflecting prioritization (food safety, personal safety) and ROI. • Conducted a throughout analysis regarding current state, educated senior leadership via data, business forecasts, and in-person tours. Generated a 12-month plan and gained buy in from a multitude of stakeholders across the business who would be impacted. • Leadership transformation: inspired and directed shifts in hiring and promotion practices into front line manager through director roles and set new standards regarding talent, performance expectations, and work culture.

Certified Lean Six Sigma Black BeltLead multiple $1MM+ national productivity projectsKey influential role on Frito-Lay's first LSS Black Belt team