•Lead 2 Master Data Specialists overseeing 19k customer records, 17k materials records, & 5k supplier/carrier records in JD Edwards •Maintain a culture of emphasizing data integrity in the organization through trainings & high-quality reporting tools•Partner with business/operational leaders in Sales, Finance, Accounting, Customer Service, Marketing, Manufacturing, & Product Development•Liaison between Nestle IT & Froneri IT in preparation for divesture and system cutover, coordinated snapshots of 45 SAP data tables•Owner of company-wide data migration at cutover from legacy Nestle SAP ERP system into Froneri Dreyer’s JD Edwards ERP system in 2022•Ensured 99.9989% inventory accuracy at cutover (only 322 cases unaccounted for out of 25.2MM cases) across 16 DCs & 4 factories

•Managed 2 Technical Lead employees & trained 8 Factory Planners on new planning tool•Facilitated relocation of supply planning responsibilities from corporate office to factory locations•Integrated SAP source data into Froneri excel-based planning model with write-back; incorporated planner feedback into versions 2.0, 3.0, 4.0

•Supervised 10 Procurement, Demand, & Supply Planning employees throughout the ice cream business unit divesture•Coordinated functional activities through Frozen Transformation project, transitioning from a DSD to warehouse network model in 2019•Decreased inventory carrying costs by a monthly average of -15 DoH in 2020 vs. PY during accelerated consumer behavior due to COVID-19•Reduced Supply Chain controllable waste from $22.2MM to $20.1MM; $2.1M in cost savings vs. PY (9% reduction vs. PY)

•Supervised 10 Procurement, Demand, & Supply Planning employees throughout the ice cream business unit divesture•Coordinated functional activities through Frozen Transformation project, transitioning from a DSD to warehouse network model in 2019•Decreased inventory carrying costs by a monthly average of -15 DoH in 2020 vs. PY during accelerated consumer behavior due to COVID-19•Reduced Supply Chain controllable waste from $22.2MM to $20.1MM; $2.1M in cost savings vs. PY (9% reduction vs. PY)

•Managed 9 Materials/Supply Planning employees within the Ice Cream business•Reduce Supply Chain controllable waste by $21MM; from $30MM in 2015 down to $9MM in 2017•Improved Case Fill Rate (CFR) 153 basis points; from 97.61% in 2015 to 99.14% in 2017•Reduced finished goods year-end inventory dollars by $48MM over the past 4 years; from $177.3MM at year-end 2014 to $129.2MM at year end 2018 (projected)•1st Place Winner of the 2016 NUSA Chairman’s OMP Award: Virtuous Circle for contributing towards >$50MM reduction in finished goods inventory•Winner of the 2017 Roberto Mennilli’s Award for Supply Chain Excellence in Zone Americas by leading the NUSA Ice Cream division to 99+% CFR while simultaneously lowering inventory

•Primary Subject Matter Expert (SME) who represented the Supply Planning stream for Ice Cream and Pizza businesses on the GLOBE Commercial Project•Identified, prioritized and communicated business requirements to design and build (D&B) team•Thoroughly tested new functional developments as they were released by D&B•Worked cross functionally and within the project team to successfully navigate FUT, MIT, MAT and VST cycles•Identified change impacts, and developed a communication plan to cascade communications throughout the business•Held regular monthly update meetings with the Supply Planning teams to provide status updates on the project•Developed training material and conducted end user training prior to commercial go-live

•Created a feasible production plan that respected capacity defined (Available Capacity) so that it best balanced expected stock covers and availabilities of finished and semi-finished goods.•Established an 18 months production plan for the factories within their scope of responsibility.•Established Committed Capacity, including timing proposals for plant shutdowns, investments.•Identified possible opportunities for the factories within the coming 18-month horizon.•Gave advance information on labor requirements through Committed Capacity.•Asset groups included Packaged Tapered, Extruded Bars, Extruded Bites, Pushups, Basic Sandwiches, Bulk Tubs & Tubes, & Mini Cups within the Nestlé Ice Cream product portfolio.

•Forecasted future client demand for a major importer and distributor in the home textiles industry•Created purchase orders for goods manufactured by the Chinese subsidiary •Worked closely with sales team to meet seasonal goals and customer fulfillment objectives•Analyzed and reviewed weekly replenishment forecast to improve accuracy•Managed inventory to diminutive levels at product end of life reducing company overhead•Accounts include Bed Bath & Beyond, Linens ‘n Things & Federated Department Stores

•Identified key documents to enhance litigation and forensic accounting consulting•Analyzed numerical data to support cases using various databases and spreadsheet processing•Converted archaic data and migrated information to new firm database•Created reports for new internal database

•Managed the daily book distribution business for six specialty retail customer accounts with a combined annual sales budget of $5 million•Communicated effectively interdepartmentally and with the distribution centers daily•Provided timely response and resolutions to customer inquiries•Trained employees on Oracle database and developed new cross-customer reports using Discoverer•Created standard operating procedures on specific job functions for the department•Accounts included Office Depot, Staples, Apple, Comp USA, Fry’s Electronics, and Pamida