Leading the supply chain operations and transformation.

Accountability for all purchasing, inventory management, 3PL/4PL relationships, distribution and logistics for the Americas Region across 4 distribution centers, $500m of footwear business including wholesale, and DTC (owned retail and eCommerce) distribution channels.• Established and evolved a more scalable operations organization, systems, and processes in the Americas Region in line with the global strategic plan with a focus on delivery excellence• Commissioned 2 new 3PL operated distribution centers to reduce outbound costs and de-risk channel seasonality, managing multiple 3PL’s across the network• Decommissioned owned/operated distribution center to support strategic growth and provide competitive advantage with 98% staff retention through closure.• Lead the operational execution of 4 record breaking wholesale sales months each exceeding the stated Distribution Centre capacity through careful planning and in-month capacity optimization.• Delivered 29% revenue growth during the unprecedented 2021-2022 Global Supply Chain challenges experiencing factory closures and doubled transit lead times.• Recruited key data resources and developed strategy for evolving the supply chain data platforms and tools for Americas• Leveraged AI technologies to build and pilot an outbound transportation cost optimization module that showed immediate outbound cost savings of 50%.Systems engaged with:• Microsoft D365 ERP system• Manhattan WMS• Dataiku• Blue Yonder (specification and evaluation)

Americas omni-channel (Wholesale, Team Sports, DTC (e-commerce and Own Retail)) demand planning accountability for >US$5bn annual Footwear, Apparel and Accessories business.• Established the demand planning function in North America, including all processes, organizational design, SAP system roll out, and governance measures.• Built and led a diverse team of 52 people across US and Canada with North American market-leading gender and pay equity.• Leveraged AI and data analytics to automate the pre-season tactical planning process increasing forecast accuracy by 23% and reducing workload by 80%• Led the market-wide end-to-end planning transformation program to overhaul the planning processes and move from channel silos to omni-channel planning.• Acted as a critical contributor to rebuilding the supply planning and fulfillment strategy for North America• Leveraged the new demand plan data flows and processes to establish more advanced supply chain and logistics processes including:- Distribution and Logistics forward projections and bottle neck management across the full supply chain and planning horizons- data and strategic priority driven inbound prioritization processes and tools- supply planning: demand not bought, and at risk supply projections, minimums management and range management• Accountable for rolling out the SCM-APO modules and subsequent SAP-AFS changes to introduce demand planning to the North America market, including all required process, org and governance development.Systems engaged with:SAP-SNP/APOSAP-AFSAltered and R/Python programming as teams built custom solutions and managed big data analytics for price elasticity analysis, demand projections, size curve creation, external seasonality influencers +++

I commenced this role as part of Global Supply Planning with global accountability for all responsive supply models and European regional accountability for €1bn centrally purchased supply. Within my team, we developed the Global SCM strategy for integrating market purchasing with the global supply planning function.After delivering the new operating model and proving the success of the new strategic concepts, the role evolved to centralize all European purchasing and planning into the new operating model and to lead the product supply function for all of Europe-Purchasing, inventory and supply plan management for >€6bn in business managing a team of 72.- delivered a 36% increase in SKU availability for the digital consumer in Europe with no additional inventory through implementing new stock sharing concept.- Increased On Time in Full availability for Europe by 12% and doubled generic teamwear sales through increased availability.- Increased global on time availability on reduced lead time programs from 56% to 84% within 18 monthsMajor change delivered:1) Integrated planning and purchasing operating model (systems, processes, governance and org) based on SAP's SCM-SNP platform that utilizes an unconstrained demand signal and creates a feasible SCM plan that is constrained to capacity in downstream factories, resulting in a more reliable supply chain giving better constraint impact assessment/management.2) a Multi-channel stock pooling solution in SAP-AFS based on demand priority, providing highest access to inventory for D2C channels, followed by priority wholesale programs such as Never Out of Stock, then regular Wholesale - this maximizes inventory pooling, reducing points of excess and maximizing availability based on profitable return on inventory.3) Transitioned 5 key European markets supply teams into a centralised Western Europe

Establishing the SCM strategy for Region Asia, developing required programs and projects to deliver essential innovations and tools to optimize business in the region including; strategy and program inception, business case creation and measurement, program management and delivery managing a team of project managers and SCM AnalystsBlueprinting the Supply Chain operating model including systems, processes, governance and organisational approach for replenishment business models including utilising POS to drive the supply chain.Key achievement was creating a "pull" or demand driven supply chain on key products with biggest wholesale accounts: specifically building a CPFR business model connecting point of sale data in key accounts all the way back through to the factory and driving material preparation activities in Tier2's.Results on $100m of business:- 100% on time in full delivery from factory to customer DC- production leadtimes reduced from 60 days to 7 days- customer inventory turns increased from 4 to 7 turns- consumer access to on-shelf availability increased from 64% to 92% (average % of planned SKUs available on the shelf to purchase)- sales on the target range increased >60% YoY

Re-engineered the QC process for the Asian sourcing business.Data-mining and causal analysis

Established Asian business based in Hong Kong and built to HK$20million business in 2 years.

Managed a B2BEx platform development for client Standard Chartered Bank.Managed the migration of business and customer base to new regional infrastructure.

Project Managed full roll out of Vodafone networks from radio planning and revenue assessment to property aquisition, site planning and construction of radio base stations.

Coordinate the scheduling of projects in line with strategic business plans.Manage product development projects.

Project planning and management for R&D projects - telephone and PABX systems