• Oversee the aggregated forecast for the global tools and storage business segment.• Drive standardization of processes across all customers and countries.• Create processes and reports to aid senior leaders in decision-making.• Current project: Design and orchestrate a Big Data project, combining data from BW and Business Objects and QlikViewfor a single forecast reporting tool that never existed before at the company.

Leader for the Demand Planning team that owns the Chocolate portfolio. We use JDA and E2Open to create and manage the forecast for a rolling 36 month horizon.

Managed a project that fundamentally altered the relationship between Demand Planning and Marketing by adjusting roles, responsibilities, and how the forecast moves through the S&OP cycle.

After the successful integration of the Mars and Wrigley Demand Planning teams, my role pivoted to a wide range of areas. The common thread between the areas is to drive quality of life for the Demand Planning team, drive customer service for our customers, and to drive profitability for the company.Project Manager: Demand Planning Transformation -Created and curated multiple projects focused on improving customer service metrics, driving company profitability, and increasing the quality of life for the Demand Planning team. -Line manager for one senior resource. -Key Projects: -JDA Hierarchy Adjustment and rollout of patches -Operational and Financial Forecast process refresh including the creation of a consumption forecasting tool for the marketing team. -Optimization of the warehouse forecasting process with the Order-to-Cash team. -Driving process improvements for the Demand Planning team by statistically analyzing the forecast components. Interim Customer Insights and Forecasting Manager (May to September) -Responsible for supporting three additional resources. -Facilitated collaboration between the Sales Channel teams and the Demand Planning organization by supporting the Integrated Business Planning meetings and driving continuous improvement in templates and process. Project Manager and Architect: New Demand Control Process -Weekly meeting bringing together Demand Planning, Supply Planning, and CPFRs with a focus on customer fill rates on turn items in the 3-12 week horizon. -Owned the process design, roll-out, and continuous improvement. Demand Planning Co-Pilot: Aged Product Waste Workstream -Conducted statistical analysis and multiple interviews of past and present high waste items, driving to root cause. -Created new KPI that was embedded in all aspects of the Demand Planning workflows.-Year-on-year improvement of $25m.

I led the team (three direct reports) that created an integrated process for 30 Demand Planning associates, designed the system configuration, and retired 2 legacy planning systems. -Post-Nurture Forecast Accuracy improvement of 2 percentage points in both lag 1 (77% v. 79%) and lag 3 (74% v. 76%) -Post-Nurture Bias improvement (closer to zero) in both lag 1 (4% v. 3%) and lag 3 (5% v. -1%) -Over 60 hours of leadership and Management training.-Built and leveraged relationships between 6 different entities and multiple workstreams pushing for different go-lives. -Structured a rigorous, 10 month Change Management program for 30 end-users and to maximize engagement for two groups of planners with different legacy processes. -Created structure around the project by defining the meeting cadence, meeting agendas, ways-of-working across critical co-pilots, and risk mitigation processes.

My role was to create a bottoms-up forecast for the Dove, Twix, Snickers, and Maltesers Brands. Then, work with my key co-pilots (Finance, Marketing, Sales, Supply) to move that forecast through the S&OP cycle each month.-Analyzed and interpreted data on historical shipments and POS sales for items with over $1.3b in gross sales volume. -Managed the statistical forecast for roughly 150 items in the JDA Demand tool.-Owned and executed the out-of-year planning for all of the Chocolate brands for 2017/2018.

Involved in a sweeping upgrade of supply chain planning systems at a large retailer in the Chicago area. My focus was on the design and prototype of some of the intricate replenishment processes and inventory movements across the client's entire supply chain network.

Executed nearly twenty supply chain planning projects with more than a dozen clients spread across many cities, states, and countries as well as across a wide range of client industries including retail - grocery, retail - hardlines, retail - softlines, manufacturing - discrete, manufacturing - process, CPG, cellular/wireless, and 3rd party logistics. These projects have ranged from simple (safety stock tool upgrade) to transformative (SAP implementation with full supply chain planning suite upgrade), from short (2-4 weeks) to extensive (2+ years), and from small teams (1) to large (20+).My primary role is to lead the project team in building a design that translates the client’s requirements into an executable solution. This design needs to balance new or updated business processes with software/interface design. Specific responsibilities include business process optimization, modeling/prototyping, software configuration, training, testing, data cleansing, documentation, and change management.Each project requires me to manage the competing needs, people, and resources of parties external to the client (consulting partners) and parties internal to the client (IT and Business) while still pursuing industry-best practices, KPI goals, and an end-state solution that is streamlined, efficient, and inheritable.

Data collection and report building surrounding resourcing and project scorecards for the project management team during a massive order-to-cash SAP implementation.