Executive leader of the largest transformation program at Kraft Heinz. Successfully built a team responsible for all aspects of multiple fully automated distribution centers and the technology, engineering, capital structures, real estate and labor strategies, and related change management. Led a team that conceptualized, designed, and executed a fully automated mega DC in the midwest - the largest fully automated DC in CPG. Awarded Kraft Heinz’s highest award, the Golden Noodle, for rapid delivery of an in-house DTC solution, supporting the rapid US rollout of Just Spices.Led the NA Ops Engagement Council, delivering a +5% improvement in engagement scores across factories and HQ Operations. My organization led NA Ops in engagement participation, engagement score, and team diversity.

Responsible for a $500MM Warehousing P&L, delivering $20B worth of revenue. Delivered above goal on all KPIs including cost, service, food safety, people safety, losses, productivity, inventory control, CAPEX execution, retention and diversity. Built a high performing and collaborative team with ownership of results through all levels of the organization. Executed turnaround projects including turning two failing 1MM sq ft multi-temp DCs to best in class cost and service. Strong Continuous Improvement routines with cross-functional engagement and full buy-in from 3PLs with KPI driven budgets.Executed network consolidation, eliminating 13 distribution points. Built and started up a multi-temp greenfield mixing center in Northern California, the first KHC US greenfield in over 10 years.Implemented enterprise labor and operations analytics, a key enabler to future supply chain digital initiatives. Brought the first EVs to the KHC network in 2019 and executed multiple successful automation pilots.

Owned development and execution of Global Logistics Cost Out and Network Platforms, global network capacity, setting and executing the global bid strategy for all logistics costs, setting zero-based budget policy, and global performance to logistics productivity pipelines.

Led the Kraft Heinz Logistics integration post merger, accountable for the Logistics portion of the $500MM in annual operations savings committed to the Board of Directors. Achieved this by implementing a cross-functional strategy that drives out fixed costs, optimizes the network (mileage reduction), and reduces variable logistics costs.Drove the strategy and execution of the consolidation of six major customer facing mixing centers into existing operations with no disruption to service. Led the project to conceptualize, build, and startup a 1MM square foot, multi-temp greenfield DC in Canada.In 2016, executed a labor cost strategy that resulted in outsourcing eight plant buffer locations.Led the 2017 transportation bid, which resulted in $13MM linehaul savings and $5MM in fuel savings. Defined and implemented a warehouse labor strategy that drove a 10% cost reduction in addressable labor spend ($14MM annual savings) with a <$1MM investment on an aggressive three-month timeline from start to fully executed. Led initiatives to improve network modeling – both short-term models and long-term white sheet models.

Responsible for the inventory control organization for Kraft Heinz, including the merger Kraft and Heinz finished good ERP (SAP) inventory processes and controls. Responsible for the network inventory accuracy, a key enabler to 98.5% CFR, inventory counting losses budget, cycle count controls, and distribution quality programs. Managed a team of 13 employees with ~100 dotted line reports.Conceptualized and led the development of a new organization that managed the quality hold process across inventory storage locations. Delivered $23MM in working capital reductions in year one. Brought legacy Heinz SAP inventory accuracy from 90% up to 99% in three months by driving root cause resolution, leveraging vendor relationships, and IT and process improvements, during a period of deep cost reductions and network changes. This was a key enabler to 98.5% CFR in a rapidly changing network.Inventory lead for the Kraft Heinz SAP ERP integration. Responsible for all aspects of inventory conversion during cutover, as well as pre-and post-integration inventory accuracy. Achieved 100% inventory accuracy during inventory conversion and beat inventory loss budget by 100% ($1MM budget, actual losses were <$2,000).Delivered on an inventory losses budget with an aggressive 20% improvement YoY. Delivered 2016 50% under budget.

Various roles in IT/IS, project management, and Supply Chain/TMS/ERP team lead, implementation, and functional leadership in Transportation (including Private Fleet), Warehousing, and Inventory.