Lead a team of purchasing professionals to execute all activities related to the procurement of packaging, ingredients, and 3rd party manufacturing to support the North American operations. Leading the package development team to deliver functional packaging that delights our consumers.

• Designed and implemented business strategies, plans and procedures used as the foundation for a software launch • Developed go to market strategy for the successful commercialization of TGI’s proprietary ergonomic software • Established the commercial channels and cultivated a customer base that exceeded year 1 growth goals by 5%• Superintend 40+ proposals related to software services engagements• Put a governance process in place and met comprehensive performance and growth targets to position company for acquisition

• Developed and implemented a transformational supply base strategy that increased speed to market by 6 to 9 months, delivered 5% year over year cost reduction, and delivered 2% incremental top line growth. • Delivered an average of 4.0% return on spend and $81M in cash flow benefit.• Led a team of 42 to manage all procurement activities for Packaging, Logistic, and Marketing in addition to managing the corporate program initiatives and overall supply base strategy. • Managed a $4.6B spend portfolio and an operating budget of $7.4MM. • Created a continuous learning team environment through coaching, mentoring and staff development, which led to seven staff members being promoted to new leadership roles.

• Developed comprehensive four-year global packaging strategic plan including a three-year productivity pipeline that delivered 5% + year-over-year cost savings.• Responsible for a $3.8B packaging spend portfolio.• Strategically resourced eight open positions to build a skilled high performance team by targeting needed competencies.• Increased diversity spend from 3.5% to 5.5% with plans in place to achieve the target of 10% by the end of the strategic plan. Drove top line growth by facilitating key strategic relationships between internal decision makers and external supply partners

• Led the integration of the Kraft and Cadbury Latin America Procurement Organizations • Restructured the Latin America procurement organization from decentralized to a center led structure, which drove increased synergies by 130% and provided a more effective and efficient operation by over delivering productivity targets by 110%• Performed leadership assessments on 22 managers and directors to facilitate staffing decisions of the new organization structure

• Recruited as part of an effort to fill a talent gap in the business leader’s succession planning pipeline.• Led the development of a three-year business process transformation roadmap to reduce the number of applications by 75%. • Led a project that successfully outsourced $850MM of non-strategic spend.

Recruited as part of a strategic sourcing transformation effort at Clorox to develop a global packaging organization and build the necessary capabilities within the organization to deliver optimum value.• Developed comprehensive global packaging strategy that set a clear course of action for the sourcing team which yielded 5% year-over-year cost savings. Increased value delivery by 100% from $19M in 2007 to $40M in 2008. • Developed and implemented a supply base portfolio management process including supplier selection, development, and relationship management. This resulted in the elimination of stakeholder complaints and increased overall manufacturing efficiencies via a 150% increase of component orders being delivered on time and in full. • Established a supplier reliability program that resulted in a 70% reduction in supplier exceptions.• Formed key strategic relationships both internally and externally which facilitated speed of decision making, access to incremental external resources, and more flexibility in supply options.

Recruited for a strategic leadership role, charged with developing a three-year strategy to transform the Procurement Organization from a transactional focus to a strategic sourcing group with a focus on best practices to increase value of supply chain. • Developed and implemented a procurement structure to manage an annual spend of $340M across all direct and indirect spend categories resulting in significant 60% decrease in customer complaints, 150% increase in cost savings, and better overall manufacturing efficiencies.• Maintained strict budgetary controls which optimized the operational and project budget of $1.3M. • Developed and implemented purchasing policies, processes, and metrics and used proven change management approaches to ensure the organization’s acceptance of new business approaches. • Led design and implementation of formalized supplier qualification, selection, and rationalization programs. Consolidated supply base by 25% from 1700 to 1300.• Developed and implemented metrics and reporting mechanisms that enabled customer service levels to increase from 75% to the targeted 98%