Recruited by new president of Merieux as core driver of new product launches, strategy development, and strategic pricing. Managed key growth projects and developed competitive advantages. Member of leadership team. Managed team of 10. • Launched 3 new trans-formative business and product lines from business case creation to launch: onsite labs at large customer’s facilities and Enviromap – software as service (SaaS) environmental testing program service. Wrote business cases, lead voice of customer, created all financial modeling, and developed marketing plans, launch plans, pricing, playbooks, and target customer lists. Total estimated value of new products to company is $15-$30 million. • Created and drove 3 year innovation and growth roadmaps for microbiology and chemistry product lines with core deliverables, business cases, launch plans, marketing plans and playbooks resulting in ongoing growth trajectory above market rates. Trained and coached sales teams in value selling to existing clients, targeting B2C value-added segments including GMO testing, nutraceuticals, supplements, and food label creation. • Lead digital transformation resulting in launch of new customer portal and new to industry mobile app, providing one-stop access to test results, sample tracking, web ordering, and marketing tools. Oversaw business requirements scoping, software development and app creation. Commercial lead and conveyed customer interests to developers. • Spearheaded and negotiated customer growth transactions, resulting in JV, exclusive partnership and new large accounts. Planned strategy, created business cases and proposals, financial modeling and sensitivity analysis for an acquisition, a joint venture and an exclusive partnership. Negotiated, proposed structure and terms for 2 transactions and 2 $1million contracts. • Completed integration of ABC Laboratories as PMO into the organization on schedule including all systems and processes.

• Led Customer Excellence initiative, a 2 year overhaul of customer relationship management and internal capabilities to differentiate company from competitors. Identified core capabilities challenges and gaps. Initiated new cross functional systems and processes for on boarding, customer specific account representation and proposal creation, and customer response times in North America, with capability to extend globally. • Increased customer retention, valued at $10 million, and improved functional interaction among divisions. Changed culture to focus on customer satisfaction • Coordinated C Suite communication - business reviews, board papers, capex updates and M&A board approval

Created and implemented plans to defend and grow mature product line by $200 million in US and LATAM markets.• Managed supply shortage crisis, overseeing product allocation among major clients including Kraft, Mondelez, Coke and Pepsi.• Devised successful defense of corn-derived sweetener product reputation and functional attributes. Responded to end user concerns, using social media to educate consumers. Developed sales materials highlighting value proposition for customers, e.g. taste and mouth feel. Regained Coke as a customer (representing 15-20% of sales). • Led all pricing activities to ensure highest margin for product based on functional benefits. Coached sales leads when margin under attack.

Drove commercialization and business case creation for new products by leading Voice of Customer activities, forecasting, applications development, training sales team, and customer targeting. Sat on company Leadership Team.• Designed and led all product launch activities and improved business planning process for new product launches. Launched Sodalo (sodium reduction ingredient), a new technology for the company. Increased collaboration between commercial group and new product launch group. Managed innovation and opportunity pipeline using Stage-Gate methodology• Created business case and capability for working with food service sector. Scoped responsibilities for and hired Food Service Director. Managed $500,000 contract with vendor to develop relationships with food service companies. Built relationship with Darden Foods, generating first sale for the new capability. • Drove communication with C-suite including quarterly business reviews, annual budget process, and pipeline management.

Global Mergers and Acquisitions HR Practice Lead Developed capability for managing HR element of mergers and acquisitions throughout the entire corporation. • Created recommendations and plans for evaluating the HR component of acquisitions and integrating acquisitions into the overall Cargill HR function. Addressed comprehensive human capital functions, including talent, organizational structure, due diligence, culture, benefits, and compensation.• Produced seamless, cost-effective HR operation across 40 countries and 7000 employees for new entity forged from a $2 billion acquisition and existing $2 billion operation. Analyzed existing functions, assessed number of HR staff needed moving forward, identified synergies and points of connection, and determined which functions belonged in shared services and which should remain with local business units. Analyzed costs in different countries and determined actual cost of shared HR services to the new firm based on its location. Persuaded Global HR to reduce request for additional resources by $2 million.• Spearheaded creation of HR Community of Practice across 60 countries and 5 platforms, a decentralized group of experts across Cargill who were available to guide the integration of new acquisitions, mentor staff in acquired companies, and share best practices in HR.

• Completed development and oversaw rollout of mandatory global Mergers and Acquisitions process across 75 global businesses. Managed 2 analysts. Oversaw completion of toolkits and playbooks for all mergers, joint ventures, partnerships, and acquisitions. Created rollout and communications strategy for new process including stakeholder identification, message creation, and expectation setting. Developed training plan and materials for 400+ key business and functional leaders in 4 global locations.• Built case for creating a joint venture to build a port asset in Ukraine valued at $50-60 million, adding value to the agricultural supply chain. Developed several potential deal structures and term sheets. Facilitated 4-day session for leadership to evaluate profit potential of each structure. Supervised analyst. • Established “Strategic Intent 2016,” a 5 year plan connecting all 23 food businesses at Cargill and projecting 125% increase in revenue to reach $2 billion annual EAT. Developed White Paper articulating strategic intent to make platform businesses more cohesive and synergistic, and recommending investments and divestitures. Secured support from Corporate Leadership Team for gross investment of $10 billion. Generated common understanding across organization through communications to Business Units Leaders and their leadership teams and employees (40,000 globally). • Developed sophisticated marketing plan that helped maintain the mature Canada Baking Mix product line, a $45 million business unit. Conducted deep value chain analysis, including training team of 12 to interview 50+ customers, mapping customer behavior and markets, analyzing internal capabilities, identifying investment needs, and investigating customer capabilities. Developed new value chain proposition that dissuaded customers from developing their own fixed-cost capabilities. Maintained business 2-3 years longer than anticipated.

• Designed financial and partnership structure that turned around unprofitable US-based corn-into-polymer processing company, and generated ROI on a sunk cost of close to $1 billion. Arranged and managed communications around exit of existing partner. Developed comprehensive valuation model, managed cross-functional team of 15 to prepare the offer memo, led fund raising for $100 million investment in late stage venture, and laid groundwork for IPO. Managed responses by 100 potential partners, conducted due diligence, and identified new partner in Thailand. • Created cost-effective “partner of choice” strategy to secure company’s necessary supply of sugar in Brazil(30% of global trade volume) while limiting investment in real estate fixed assets (mills). Analyzed mill economics, value chain, Forex, government participation, and logistics determine that it was more cost-effective to purchase already milled sugar. Identified methods and incentives to transform suppliers into partners, ensuring consistent supply and quality of milled sugar.• Formulated the road map for 10 food ingredient business units to enter the relatively saturated Eastern European market. Stationed in Belgium, Poland and Ukraine. Generated increased sales and reduced SG&A expenditure in short run, and ultimately in multi-billion dollar revenue. Narrowed focus from 20 countries to 9, by analyzing macroeconomic trends, end consumer markets, and food trends.

Overhauled approach to marketing and product development within $2 billion sweetener product line, to increase margin and avoid market erosion due to diminishing demand for high fructose corn syrup. • Developed tools for segmenting a very mature product line and addressing the product’s reputational challenges. • Built persuasive business case for and formed a $1 million marketing group within the business unit, resulting in stronger product development and greater customer intimacy. • Ensured realistic financial and non-financial targets by managing business unit’s planning process. • Created an innovation process and team for new product development within the $7 billion corn milling business unit.

Cross Cultural Experience and SME Business Consultingo Advised under-developed communities on developing new markets and launching new businesses o Consulted with entrepreneurial associations in establishing four self-sustaining enterprises

Sourcing and Business Developmento Sourced, researched, and developed new garment suppliers, yarn manufacturers and fabric producers in Asia, Europe, USA and Latin America resulting in secure supplier base and consistent qualityo Negotiated with over 30 factories concerning finished good price and production timing issues resulting in on time deliveries much more often than wovens parts of businesso Analyzed factory technical expertise and company cost constraints resulting in diverse supplier base with multiple capabilitiesNew Product Development and Operations Management o Allocated production to appropriate factories considering production space and best garment pricingo Prioritized and supervised fit of 1500 garments annually for prototypes, samples and inventory for two businesses with Knitwear portion worth over $25 million in saleso Initiated systems enhancing efficiency. Improvements seen in timing, approvals, as well as receipt and distribution of product information resulting in early deliveries of garmentso Created four annual development schedules for Design, Merchandising and ProductionLeadership and Communicationo Managed product development for garments including quality control, fittings, fabric, and yarn. o Aligned cross functional teams including Design, Sales and Merchandising departments concerning all product issues resulting in the most reliable deliveries of all the production departmentso Directed all production related communication amongst offices in Hong Kong, India, Taiwan, Israel and Korea, Europe, and Latin Americao Led teams of one to three associates in distributing technical information to thirty garment factories

Technical lead for all knitwear. Over 2000 SKUs a year.

Handled production and technical design for RRL and Ralph Lauren Collection.

I was responsible for technical design, sourcing of all materials, and sourcing manufacturing for our knitwear line worth 35 million.

Production manager for Knitwear and Sweaters. Including sourcing, manufacturing, and technical lead.