Lead analytics and innovation for the NA region to gain new insights, predictive and prescriptive solutions to better serve P&G Customers. Project manage the creation of new digital tools, and also the accompanying work process to drive new insights for the broader NA organization.- Partnered with vendor and IT partners to develop a quality database to leverage for the Service Analytics for NA customers. Represented the 200+ users for business use case requirements. -Developed preliminary visualizations to gain end users quicker insights to access, beginning the diagnostic and prescriptive journey. Developed the 3-year journey map for the Service program. Gained alignment across leadership and key business partners. - NA Service Work processes then were benchmarked as best in class globally.

Utilizing Blue Prism, Rulex, and other software as needed to help automate work processes to free up P&G 's workforce to solve dynamic issues and better leverage the unique aspects of the team.- Leveraged my strengths of strategic thinking, SNO technical mastery, and digital transformation, which enabled the NA Process Automation organization to become a best in class non-IT led organization- Leading the way and helping to define what the Vendor agreement requirements should be to support the business.

• Own supply plans to support supply network delivery of service, cost, and cash results for Feminine Care Always brand.• Responsible for daily execution and improvement of core planning work processes and ensure compliance to planning standards.• Modified existing reports to more accurately portray inventory within limits by accounting for inventory by UPC versus sku.

• Lead long term capacity and inventory planning for NA internal chemical and fragrance production to support multi-billion dollar categories.• Drove robust standardization across chemical and fragrance sites to improve service quality – customer service metric, capacity planning, internal customer forecasting. Highlighted capacity constraints and created more accurate projection for overtime staffing.• Designed an export product tracker, which utilized data from P&G, contract manufacturer, ocean liner, and order management to provide visibility of product in transit for P&G customers globally, reducing service interruption.• Collated multiple data sets into one interactive Excel workbook to highlight optimum operating strategies for NA perfumes production, enabling quarterly proactive planning improvement, which lowered inventory and improved service.• Created an initiative tracking tool to highlight conversion risks and minimize remnants for internal customers.• Developed productivity improvement tools which reduced effort hours by greater than 1,000.

• Coordinated changes concerning National re-launch of two key NA brands, effectively touching and changing 90+ products.• Lead planning system and plant technical readiness for the business and had successful on time launches despite multiple project delays, while still delivering below scrap target rate.• Created a scrap projection workbook which utilized multiple data sources to predict target conversion timing and provide remnant cost tied with different conversion dates.• Designed an in depth work process to track brand code changes and readiness for launch, which was adopted by the rest of NA Fabric Care.

• Owned forecasting price changes, understanding the feedstock market and cost drivers for NA/LA surfactants, over $77MM worth of spend.• Negotiated multiple contract bids, delivering $1 million of commercial savings.• Activated and deployed business continuity plans on five different occasions with no impact on P&G manufacturing.• Conducted in-depth co-surfactant industry analysis, providing NA perspective for the global team.• Drove an increase in minority spending by $1.5MM.

• Conducted medical industry analysis on nonwoven spunbond material and became department expert.• Gathered information by meeting with players in the NA supply chain and external consultants.• Recommended to explore a potential collaborative project with a main supplier and deployed to supplier.• Developed new supplier relationships to increase spending with minority or women owned businesses.• Increased minority spending by $1.3 million and the potential of an additional $3 million.• Recommended to re-evaluate the current strategic supply base to ensure the best total value and long term viability.