I led a cross-functional team of over 10 professionals across development, engineering, quality, manufacturing, and product management in all phases of project development. I successfully drove a long-term project to completion by effectively managing delivery dates for work packages and major milestone releases. My focus on client satisfaction involved gathering feedback, communicating necessary changes to the development team, and overseeing high-quality, on-time, and on-budget rollouts. I developed and maintained status reports, cost estimates, and resource plans, and spearheaded cross-functional risk assessments to devise and implement mitigation plans as needed. Additionally, I managed stakeholders' expectations at both local and executive levels, ensuring clear communication and alignment throughout the project lifecycle.

I managed 3 celebrity fragrance brands as part of the Prestige Division, successfully launching over 40 programs on time using the stage-gate process. By negotiating with cross-functional teams, I reduced development lead times by up to 40% while ensuring costs, quality, and service requirements were met or exceeded. Additionally, I developed monthly reports and presented risk assessments and mitigation plans to executive management for projects with potential delays.Key accomplishments:- I executed five programs in under six months, securing an additional $2-5MM in sales by expediting the procurement of glass from international suppliers. - I increased projected sales by over 50% by advancing an early summer program to early spring.

I managed 10-15 complex innovation projects at Sabert, involving thermoformed/injection molded plastic and natural molded pulp. Collaborating with sales, marketing, and customers, I streamlined program requirements, reduced development costs, and expedited timelines by recommending alternative designs. I coordinated with domestic and international engineering teams to ensure timely mass production delivery. Regularly meeting with Operations, I facilitated seamless product transitions from design to manufacturing and shipping. Additionally, I analyzed machine capabilities to develop cost feasibility scenarios, uncovering new business opportunities and driving company growth.Key Projects:- I led the company's launch of their 1st natural molded pulp line of tableware (plates, bowls, platters) with mating thermoformed lids- Development of molded pulp containers for Panera Bread's hot sides and entrees

- Optimized inventory (500+ SKUs) in all domestic distribution centers by monitoring for product shortages and ensuring effective service usage - Managed the end-to-end supply chain of 7 co-packers (domestic & Canada) - Secured exceptional service levels in all distribution centers by analyzing stock and prioritizing production with the China factory for 200+ SKUs

- Served as main liaison with 5 contract manufacturers - issuing purchase orders, prioritizing production and supplying all materials required to produce the monthly production plan (500+ raw materials/components per month) - Exceeded factory goal of 90% adherence and met 100% achievement every month, avoiding out of stocks and missed sales by analyzing days of coverage reports and prioritizing production accordingly- Successfully produced ~200 SKUs / 4.6 million units annually

- Analyzed historical like-as and competitor product sell-in and sell-thru data to accurately develop new launch forecasts (target 70% adherence - exceeded this goal ~75%+ of the time)- Prepared all documentation, scheduled and chaired monthly operations meeting with sales development, marketing and finance to review current and future launch status ensuring appropriate stock availability to support the business

- Executed production plan to maintain exceptional service level based on the projected forecast, maintaining an average 86% adherence and 95% achievement to the plan; some months exceeding 90% adherence- Reduced the number of out of stock SKUs by 40% between February 2009 and June 2010 by working closely with component and raw material planners to prioritize deliveries- Brought down transportation cost for shipping components and raw materials to subcontractors by developing and implementing a calendar based shipment schedule to optimize full truckloads and reducing less than truckloads (LTL)- Managed and reconciled (monthly) $1.6 million dollars of inventory and 200 different SKUs at 4 subcontractors- Successfully produced 30% of all subcontracted units in 2009 (3.7 million)

- Developed and implemented an inventory tracking and ordering system for consumable items used in pilot plant- Assisted writing and executing new equipment validation protocols

- Trained, monitored and supervised staff of 50-60 personnel in 10 production rooms - Responsible for employee assignments, safety, quality, production rates, material reconciliation, production reports, timelines and union policies

- Functioned as primary liaison between customer and internal cross functional team- Created and maintained project plan to improve team communication, work prioritization and resource allocation- Monitored timelines and flagged potential issues to be addressed