Mary Dunham Email & Phone Number

Provide leadership, management, and vision to ensure this virtual manufacturer is focused on expediting the product development pipeline. Build and strengthen contract manufacturer organization effectiveness. Deploy people and systems to effectively grow the organization while ensuring financial and operating efficiency.• Diversify and mitigate risk in portfolio of contract manufacturers (CMOs) • Implement new third-party logistics partner (3PL)• Present quarterly to OWP Board of Directors • Guide implementation of federal, state and local regulatory requirements • Develop OWP’s Operations Team

Greater Chattanooga

Led new product development process including contract and development manufacturing organizations. Ensured proper operational controls, key performance indicators, administrative and procedural reporting were in place. Allocated resources to support new product development lifecycle from idea to launch.• Vetted and established partnerships with two secondary sources for regulatory activities• Enhanced relationships with existing CMOs to increase visibility to and influence of variables impacting development timelines• Ensured understanding of elements impacting development timelines and the likelihood of success

Greater Chattanooga

• Orchestrated and constructed the FY20 and FY21 Performance Evaluation Management Plan (PEMP) midyear presentation to the Department of Energy Site Office with contributions from 14 laboratory directorates and scientific programs > $1B.• Collaborated with Laboratory Deputy Directors to reformulate the annual lab agenda into a document built on actions and measures brought to life with regular updates from the directorates on progress, achievement and hurdles.• Created and launched a leadership dashboard, in collaboration with mission, mission support and IT teams, to provide a suite of reports creating transparency and easy access answering key leadership questions crucial to run the lab.• Engaged IT resources to translate an Excel based operations planning calendar to an automated SharePoint tool with plans to expand to automated distribution of assignments and workflow for review and approval.• Streamlined business planning process for Science and Technology directorates facilitating efficient funding allocation of $23M of local laboratory funding for program development and cross-departmental laboratory equipment.

Chattanooga, Tennessee

Launched portfolio management as a formal capability with the goal of increasing long-term sales and profits through advancing systems, processes, analytics, creating visibility to integrated project / portfolio data, alignment to divisional strategies and consistency in governance.• Spearheaded best in class integrated Portfolio and Project Management System (PPM) • Introduced custom portfolio analytics and reporting • Pioneered new and refined existing portfolio topics

Champion of process and system improvement, implementation, and education to strengthen the accuracy, visibility and quality of the innovation pipeline. • Improved and simplified Global Project Management and Innovation R&D governance, communication and work processes • Enhanced pipeline transparency through KPIs/metrics, productivity dashboards and continuous education of Innovation R&D and Global Project Leaders. • Established process and data mapping to merge Bayer and Merck Consumer Care pipelines within three months of deal closure.

Accounts Receiveable Team Leader

* Directed financial activities including: Planning, Forecasting, Strategic Planning, Risk/Opportunity Mgmt, Systems Leadership, Capital Mgmt, Compliance and Internal/External Audit Facilitation.* Finance Lead for implementation of warehouse management system with on-time startup, tight project cost mgmt of $3.1M, and no key customer shipments missed during startup.* Designed integrated processes to capture critical regulatory data from multiple sources eliminating 90% of missing data.* Created original procedures and implemented business change in 6 months in response to high priority Corporate Integrity Agreement with US Office of Inspector General.

* Improved pricing approval processes eliminating customer shipment delays due to pricing errors at beginning of new fiscal year. Created custom training session for 15+ team members.* Avoided approximately $1M in post audit deductions over two year period. * Improved division P&L by over $5 million through reduction of Suncare product returns at the end of the season. Maintained increased profitability with sell-through rate of 82% in second year by applying successful collaboration skills and continually challenging the business processes.

* Managed Dr. Scholls, Coppertone, OTC and Paas businesses with $50M in sales and $3M in trade promotion.* Optimized total financial investment at Kmart to maximize mutual return on investment through increased sales and share of market. Improved profitability by $500k through changes in market share incentive program.* Sold in promotional programs resulting in over $3.5M in revenue. Created co-marketing program with Fuji Film and Kmart which was used as a spring board for national Kodak promotion the following year.