Bristol-Myers Squibb (BMS) is a Global Top 10 multinational Biopharma company innovating treatments for incurable diseases inspired by a single vision of transforming patients’ lives through science.As Director of Global Supply Chain - Process Integration and Strategy:• Responsible for developing the Digital Business Process Integration strategy for consolidation of end-to-end supply chain business processes and ERP systems and shaping digital Supply Chain Programs• Cross-functional Program/Project Management - Leading system integration programs with cross-functional teams collaborating with external partners CMOs, 3PLs, Consultants • Spearheading cross-functional program/Project teams to solve complex problems, create deliverables and drive decision-making on time to meet enterprise-wide ERP PMO requirements.• Guide impact analysis for integration programs strategy supporting Acquisitions, Divestitures, Alliances and Contract Manufacturing strategies plus New Product Introductions• Responsible for the development of future state supply chain processes, driving plans and timelines, Risk Management/Mitigation, change, and associated actions• Lead and execute the cutover strategies for system go-live and facilitate the development of future state organizational structure post-integrations

As a Founding Board Member and Education Chair at CSCMP Switzerland- head Supply Chain learning activities between Supply Chain Students, Academic institutions, and Organisations to connect, Develop, and Educate. Activities include Networking Events, Launching/Running the Future Leaders Program for aspiring students, and Student Mentoring. As a Freelance Consultant Advising Pharma / Retail / Health Care companies and Startups on Supply Chain design for technology-infused Supply Chain process integration, Logistics maturity models, Logistics Network optimization and benchmarking for continuous improvement - enhancing Supply Chain functional capabilities with process and digital integration.Featured Supply Chain Speaker at Reuters, EU Pharma, and other events with a specialization in Supply Chain Business Transformation, Risk Management, Sustainability, and Logistics management.

- Delivered Strategic and operational leadership for EMEA Supply Chain COE building and enhancing an effective global Logistics network across B2B and B2C channels, delivering operational excellence. - Steered Regional Logistics Network strategy and design in 7 EMEA regions for centralized Logistics. Rationalized carriers by 70% to drive a 5M$ Transportation RFP savings building 3PL/4PL collaboration • Re-Engineered Life Sciences Key Account Distribution network reducing inventory by $1.1MM & Cost 32%• Facilitated Implementation of enhanced customer Distribution Network in EMEA with a cost reduction of 20% • Improved the Standards & Distribution Quality Audit scores - reducing customer complaints by 15%• Pioneered Freight Invoice Digital Audit process with 3PLs reducing cost by 2M USD & errors 25%• Regional lead for Transportation Visibility Digital global project and IOT enablement in Transportation• Led Global Carrier Bids process, benchmarking, enabled savings of 5M USD and Forwarder Rationalization

As Global Business Process owner for Supply Chain led the integration of global Supply Chain process design enabled by SAP ERP system. Managed complexity influencing cross-functionally to support the deployment of ERP/Master Data design strategies with stakeholders and functions to optimize End-to-end Value Chain.• Deployed a comprehensive approach to System, process people transformation for design and roll-out of Logistics capabilities and a comprehensive end-to-end visibility & performance platform. • Oversee the creation of global Logistics processes with ERP supporting Supply Chain strategies of the Supply Chain COE regional and global reach including Analytics, Benchmarking, and Outsourcing. • Led programs to provide direction and guidance/training to program teams on achieving key program objectives including Risks, Communication, and implementing KPIs aligned to Value Realization • Facilitate process governance activities, documentation/SOPs of new process design and Policies • Steered through influence and implemented strategy for the future with the transition of process/people to Global service centers with a Value Realization of $7MM through successful Business Transformation

Headed the Medical/Consumer Tapes Business with P&L responsibility of $65M overseeing Sales, Organization development, process restructuring, and improving Profitability and Customer Experience. • Launched Customer inspired innovation, improved Portfolio, and New Product Introduction by 30% • Established a balanced scorecard, Process enhancements, and Redesigned Distribution Network that fast-tracked Business turnaround from a history of low profitability to sustainable improvement by 25%• Introduced better Mfg. supply Footprint enabling 20% additional sales and 50% improved Lead time

Direct accountability of all Manufacturing and Supply chain operations (Manufacturing, Outsourcing, Demand/Supply Planning, Warehousing, Customer Service, Customer Collaboration & Transportation with a Supply Chain team of over 250 persons and reporting to the Vice President, MEA.• Designed and Improved Transportation & Distribution footprint, set-up up Warehouses and Transportation flow models reducing Lead time by 50% and supporting 20% Sales growth in the region• Leading Business and customer-specific Supply Chain initiatives with Strategy and operations alignment, SKUs Rationalization, New products Supply Chain, Cost/Inventory/Service programs, and mitigating risks

Spearheaded initiative to Design and implement a strategy for deployment of Lean Business System as a continuous improvement framework in EMEA Logistics. • Developed programs, Organization resources, and set up a sustainable Training model for initiating continuous improvements with the Lean Framework resulting in Cost benefits of $10MM. • Led and resourced Lean manufacturing and Distribution initiatives - programs that improved Logistics Cost by 20%, Cost of goods sold by 10%, lowered inventory by 20%, and DPPM Quality up by 25%• Launched Hoshin Kanri strategy deployment and A3 strategy increasing project Kaizens by 40%• Delivered Black Belt projects and Setup Coaching network with benefits of $10MM Cost & $20MM Cash