Oversee Demand & Supply Planning functions of ~$450mm natural/clean food company, planning over 400+ skus across 3 different business units, achieving aggregate MAPE of <25%. Scope of work/core discipline transitioned out of the day to day, into more strategic vision of the company...including but not limited to: Network optimization leading to plant/distribution center closings as well as finished good inventory optimization resulting in lower finished good value by ~20%/$6mm annualy.

Design & implement a 'low cost' manufacturing strategy that required the flexing of capacity, by way of qualifying and adding incremental co-pack solutions in order to expand our monthly/daily/weekly throughput, in order to capitalize on the low cost Mexico fruit season. By extending the planning horizon and vision to our suppliers/vendors/customers/co-packers, I soon assumed responsibility over our co-pack network. Between the Oliver Wight work and opening our planning network to our suppliers/vendors/other, I also became our Integrated Business Process Champion.

Master Scheduled over 22 different processing lines, scheduling over 200+ finished goods items in value added processing facility. After years of 'siloed' business planning attempts, we enlisted the guidance of Oliver Wight America to work with us to develop a planning process for a highly perishable company. I was appointed the role of supply team & master scheduling team captain, leading the cross functional group of employees throughout the design & implementation processes. I was also an active team member, participating in the design and implementation of the demand planning process. After the roll out of the Integrated Business Planning Processes, I assumed the role of Supply Manager, governing production over 4 of our value added processing facilities.