Leads Wine & Spirits Global Supply Chain, Logistics, and Operations to bring a strategic approach for best in class supply. Responsible for world class distribution and execution to include commercial, finance, and customers/distributors. Global oversight across the full portfolio supported by an inclusive, diverse, high performance team. Key leader of M&A activities and New Product Development pipelines across all sales channels.

Reports to SVP and leads the North America supply chain team of 700, with company owned sites, contract manufacturing and 3PL distribution agreements. Scope also includes capital planning, strategic sourcing, demand planning, logistics, and customer service for $300M annual sales of branded private label products. • Ranked #1 of 9 BU’S with highest order fulfillment rate of 98.7%. Improved forecast accuracy 15%, reduced inventory write-offs $700k and boosted manufacturing efficiency 7%.• Championed the redesign and implementation of Net Productivity Program generating $4.2M in cross-functional savings initiatives through standardized project management.• Spearheading N. America supply network optimization to reduce total delivered cost of $10M over 2 years.

P&L leader for $1.1B end-to-end supply chain network for North America ingredients. Led team of 1600. Scope included product commercialization, manufacturing, procurement, transportation (OTR and ocean), warehouse/logistics, distribution, and customer service. Distribution in NA, Ireland and Japan.• In this role, delivered $19.7M total savings, reduced working capital 31% and improved operational efficiency by 18%. Also added $5.7M through joint value creation.• Reversed several years of operating losses to positive earnings via $2.4M reduction in total cost of ownership.• Revamped team to build capabilities and deliver sustainable growth resulting $4M in savings through an improved operating model, 20% productivity improvement, and 33% increase in diversity in leadership.• Created fully integrated network, effectively leveraging synchronized replenishment processes and reducing finished goods inventory 24% and inventory write-offs by 40%.• Led Global Operations Distributive Work team (Europe, Asia, Latin and North America) through WMS system upgrade and standardization of manufacturing practices for 12% operations variance reduction.

• Turned around division manufacturing operations ranking from 5th to 1st.• Improved associate engagement from 70% to 85% (highest increased score for Coca-Cola Refreshments) and delivered 19% overall lower cost per unit.

Plant Manager, Coca-Cola Enterprises, Inc., Cincinnati, OH (2005 – 2009)Managed 50M case soft drink production and warehouse facility with 7 department managers, 18 supervisors, 15 non-exempt hours, and 230 unionized hourly employees dispersed throughout 3 shifts.Senior Operations Manager, Coca-Cola Enterprises, Inc., Cincinnati, OH (2001 – 2005)5 direct / 210 indirect reports and $50M budget. Improved productivity without increasing bottom line.• Recognized as the #1 plant in efficiency of 52 nationally for two consecutive years.Selected Skills:* Production & Warehouse Operations Management* Union Relations & Employee Engagement* Full Lifecycle Project Management* Facility Closure & Operations Consolidation* Contract Negotiations & Teamster Labor Agreements* Budgeting & Cost Reductions* Productivity & Profit Improvement

Improved productivity 30% without increasing costs by cross-training crew members, reducing overtime and improving equipment changeover procedures.