Successfully delivered successful projects for a multitude of Enterprise Customers across several industries. These customers had programs that extended across multiple continents and many manufacturing and administrative facilities; projects included:• Spearheaded a 2.5-year enterprise-wide ERP implementation for a French multinational corporation, enhancing efficiency, productivity, and data analytics across 80+ sites.• Directed multi-site ERP software upgrades for a global engineering company, focusing on aerospace and automotive components, driving improved operational performance.• Managed a comprehensive ERP software upgrade program across North and South America for an agricultural solutions company, focusing on crop protection products, resulting in significant process improvements and user adoption.

Spearhead is a leading consulting firm specializing in enterprise resource planning (ERP) and supply chain management.• Program manager in the healthcare industry for an enterprise-wide project to design a new operating model for all contact centers (over twenty) in the ecosystem.• Engaged after the recent go-live of Oracle Cloud to assist with helping to stabilize and then optimize the solution. Reported to the CFO and provided weekly updates to the CEO and her direct reports.• Transformation Lead within a $40m+ project on behalf of the market leader of the Promotional Products Industry. o Responsible for leading a team that spearheaded business requirements gathering, UAT testing, training, organizational change management, and communicationso Drove a successful deployment of new capabilities that received a 3.75 out of 4 for the quality of execution

The leader of the Global IT PMO, responsible for a portfolio of approximately 100 concurrently active projects. Responsible for delivering projects on-time and on budget, to the satisfaction of the customer's requirements.- Improved project on-time / on budget performance from 51% to 93% in 9 months.- Created new demand management and project prioritization process to improve the return on investment of the IT project portfolio.- Introduced metrics and portfolio tracking tools to assess the health of the project portfolio- Revised the existing project management methodology so that it was a more effective and pragmatic for projects of varying complexity.

Head of the Global Project Delivery team. Leading a large team of project managers responsible for delivering a large portfolio of projects for a rapidly growing enterprise.- Provided leadership and strategic direction for the PMO while delivering improvement in performance metrics related to program / project management delivery.- Key leader of the core team that developed Mylan’s Project Management Lifecycle (PMLC), including the templates and tools required for successful execution of programs / projects.- Developed a “Project Management as a Service” delivery model to provide project execution, project recovery, external sourcing, project manager onboarding, and project management community services to the Global Business Services teams.

Practice Leader for supply chain planning. Responsible for leading client engagements, developing methodologies and thought leadership. Specific focus on Demand Planning, Supply Planning, Sales and Operations Planning and Integrated Business Planning.

Reporting to the CIOLed a team of 15 that focused on IT enterprise architecture, portfolio and project management of approximately 30 major concurrent IT projects. Managed IT finances, PMO and process governance.- Improved project delivery performance by 10% in first 6 months through improved focus on metric capture and analysis, coupled with specific performance coaching of team members.- Led a project that redesigned all IT processes based on the ITIL framework, resulting in a robust but streamlined model that will deliver new capabilities faster, and reduce the cost of maintaining existing systems.- Created a roadmap to replace the current point to point architecture with a Service Oriented Architecture (SOA), reducing the cost associated with system changes and increasing the speed to deliver new projects.- Reduced annual expenses by over $2M on a $50M budget.

Reporting to the CIO.Delivered consulting services to the business functions. Identified and prioritized new IT projects based on customer needs and ROI. Led a team of eight business technology consultants to charter and develop detailed functional designs to deliver solutions. Accountable for successful delivery of the projects.- Improved the relationships and customer satisfaction from many of the business functions through a focused campaign of improved service delivery.- Significantly improved the performance of the team, through a combination of coaching and talent upgrades.- Lead IT executive for steering committees on a number of successful major initiatives including a new warehouse management system, new direct and indirect procurement solutions, a digital asset management solution, and trade spend effectiveness capabilities.- Successfully initiated and delivered regular reviews with senior business leaders to communicate the status of the project portfolio, leading to improved transparency and communication.

Led the creation of Demand Planning and Sales and Operations planning processes and systems during the company’s supply chain transformation initiative. This included overall program management responsibility as well as the organizational change management aspects for supply chain, marketing, sales and finance. Was process owner of the S&OP process for the corporation, including facilitation of the key S&OP meetings. Led the Demand Planning team during the transition to full S&OP.- Led the design and execution of the Demand Forecasting & S&OP process that improved forecast accuracy by an average of 5.4% (item national, lag 2) and reduced forecast volatility by over 50%- Over same period case fill rates showed a 1.6% improvement – (4.5M fewer cuts, $52.5M value) and reduced volatility by 75%- Led a cross functional team of over 50 that delivered a $40M and 15% reduction in inventory in first six months after hire while maintaining target customer service levels.- Managed the program that implemented a corporate wide “best in class” Demand Forecasting / S&OP processes and tool-set that integrated sales, marketing and demand planning knowledge into a single process and set of integrated systems.- Directed the team that introduced new inventory policies and production run rules to the manufacturing and distribution network of 17 Manufacturing facilities and 11 Distribution Centers leading to increased capacity utilization and lower finished stock inventory levels.

Promoted three times in under eight years (4 years in UK practice) with final accountability as Program Manager for a number of large supply chain transformation projects, across multiple industries, including:Program Manager; Supply Chain Planning System ImplementationLed a large international team to implement global supply chain planning processes and systems. The processes included Sales & Operations Planning, Demand Planning, Distribution Planning, Production Planning, Deployment Planning, Inventory Rebalancing and Material Requirements Planning. Led a team of 15 people from 12 different countries.Project Manager; Supply Chain Process Design, and Advanced Planning System ImplementationLed a team of 15 throughout the project lifecycle from initial idea through to successful implementation. Using advanced planning software from JDA. The project delivered a $45.5M one time inventory reduction, and $14.9M in annual savings.

My accounts included: Honda, BMW, Volvo and Mitsubishi. I led a team of 10 that managed a portfolio of 50M GBP in sales- Increased market share at Honda by 60% in one year.- Was rapidly promoted to manage largest automotive customers.