Leading an organization that drives strategic transformation and operations programs aimed to design and deliver scalable processes and solutions across Meta's global infrastructure supply chain ecosystem.

• Leading a team that defines supply chain strategies and manages, designs, and architects large, complex, cross-functional programs to deliver data center capacity at optimal speed, scale, and efficiency. • Managing Demand Management Excellence Program to improve forecast accuracy (by 15%), stabilize and smooth the demand signal to downstream teams (+-25% variation from consensus demand plan), and shorten the e2e planning and commit signal latency (from 8 to 2 weeks).• Providing thought leadership, vision, influence, and requirements to multiple programs, including the ERP transformation, the delivery of continuous improvements to master production scheduling, and materials planning operations, and the enablement of critical supply chain capabilities (i.e. contract manufacturing multisourcing to reduce supply chain risk, buy/sell for key strategic components to reduce inventory, and build to stock to better support specific customer orders).• Implemented portfolio management process and roadmap to provide the organization better visibility and understanding of current program priorities, business impact, resource needs and gaps, dependencies, and potential trade offs needed to incorporate new programs.

• Owned and drove strategic, large, and complex cross-functional supply chain programs to transform the processes and systems that enable the delivery of Google’s compute capacity. Key benefits: Improved machines/racks delivery dates by enabling On-Time Delivery improvement >10% and by responding faster to supply constraints and demand changes. Achieved inventory reduction > 5% by reducing the planning cycle and enabling material planning at a more granular level. Reduced Excess/Obsolescence ~10% by providing better excess inventory visibility to demand and supply teams. Enhanced ability to scale operations as Google’s supply chain models, demand, and number of products grow.

• Managed a global organization of project managers, solution architects, and developers; chartered with implementing E2open’s demand planning, supply planning, sales and operations, and collaboration solutions for key strategic customers.• Achieved operational and financial performance for the Services organization with consistent delivery of resource utilization, revenue, and margin targets.• Led project for a large technology company to automate forecast collaboration and commit processes with key suppliers enabling inventory savings (10%), cycle time reduction (from 4 weeks to 1 week), commit horizon extension (from ~4 weeks to 26 weeks), and commit accuracy (20%).• Established trusted relationships with customers across various industries including manufacturer of secure identity solutions, premier beverage distributor, and large multinational technology company to develop supply chain strategies aimed at delivering predictability, revenue growth, profitability, and cost reductions. This included assessing the current state, identifying improvement opportunities, building the business case for transformation, defining the future state, and developing capability roadmaps.• Provided strategic direction, functional leadership, architecture guidance, and best practices to Sales and Operations, Demand, and Supply Planning implementation teams to ensure projects were delivered on time, on budget, and meeting or exceeding customers’ needs and expectations.

• Managed a global organization of project managers, senior architects, subject matter experts, and developers; chartered with leading the Supply Chain Planning Transformation, the Center of Excellence, and the development of planning solutions for HP Inc.’s $50B supply chain. Delivered inventory savings and operational expense reductions of more than $90M over three years.• Developed and presented to executive leadership end state supply chain vision and architecture. This included: description of current state, transformation roadmap, ROI, and proposal to simplify processes, systems, and organizations. Three year benefits estimated at more than $75M.• Selected to lead and execute the separation of all Global Supply Chain Planning processes and systems enabling the split of Hewlett Packard into two Fortune 100 companies.• Led co-innovation initiatives with multiple vendors including SAP (SAP IBP Response, supplier collaboration, and control tower), Steelwedge (co-planning with retailers), and E2open (container planning optimization).

• Led a global team of senior supply chain business architects for the Printing and Personal Systems Group and the Enterprise Server Group. Team generated inventory reductions, cost savings, and margin improvements through the standardization of business processes and IT systems.• Drove the development of new supply chain models and business process architectures for several supply chain initiatives. These included: Imaging and Printing new factory direct ship model which enabled $36M in inventory savings and $6M in cost reductions; introduced demand sensing techniques to improve short term forecasts by 10%; implemented sales and operations planning processes reducing inventory by $22M and costs by $10M; evaluated the use of big data analytics creating a business case to increase revenues by $50M.• Provided leadership to align all HP businesses and regions on a common master data framework and demand planning process. The “Pan HP” Program enabled $120M in cost savings via systems and process standardization across all HP businesses and regions.

• Implemented a new planning and execution strategy that transitioned the InkJet printers from replenishment to demand pull. The program added new capabilities to the supply chain including reorder point sizing, material requirements plan generation, constrained plan generation and automated purchase order triggers to suppliers. The program delivered inventory and cost reductions of $100M/year.• Delivered breakthrough IT architecture, business design, and technical design to support a collaborative planning, and order management solution for LaserJet supplies. Project generated benefits of $39M in inventory reduction and enabled the retirement of 4 legacy IT applications.• Led the implementation of an end-to-end, integrated planning solution that enhanced supply and demand information visibility while also driving improved service levels for the consumer product lines in in Europe, Middle East, and Africa (EMEA). The benefits included automation of the demand and supply planning process for notebooks, desktops, and displays (which were using excel), and systematic order commit capabilities. This multi-year program retired more than 13 legacy planning assets, and delivered 150M/year in cash flow improvements, and supply chain cost reduction.

• Led the technical development of new planning processes and systems across all regions (Americas, Asia, Europe, Middle East, and Africa) and printing global business units (Ink printers, Ink supplies, and LaserJet Printers). The implementation enabled cost savings of $50M per year for the company and continues to be leveraged by other business units within HP.• Successfully managed and led the technical implementation of a new integrated, end-to-end planning solution for the Imaging and Printing Group in Brazil. Main benefits achieved included common planning processes across product lines, manual effort reductions, and 35% in inventory savings.• Delivered extensive training to the business teams, peers, and support organizations providing a valuable learning environment which facilitated the change brought by the regional and global implementations of SAP’s software within HP.

• Led the configuration and development of the SAP SCM (APO) software to generate the CPU Build Plan Reset. The solution enabled the Capacity Requirements Planning group to reduce the planning cycle from 3 weeks to 1 week, optimize factory capacity, and improve supply chain response to customers.