Led numerous supply chain, manufacturing and operations initiatives across the Americas region overseeing 16 factories and millions of tires produced per year.• Developed long-term manufacturing footprint roadmap that enabled flexibility for growth and downturns. • Selected to lead supply chain and manufacturing scenario planning prior to Cooper Tire acquisition.• Completed Cooper Tire acquisition integration on time and on budget by managing manufacturing and supply chain related integration initiatives. Partnered with external consultants.• Contributed to development of a Sales and Operation Planning (S&OP) process at TireHub, a new joint venture that was created with Bridgestone to create an expansive national wholesale network comprised of 60+ distribution centers across the US.

Directed supply chain strategy, operations performance, performance management, process definition, process improvement, and priority setting for this multi-billion dollar Consumer business with 9K+ employees. Responsibilities include S&OP, forecasting, demand and supply planning, order fulfillment, customer service, logistics, and procurement and led a team of 350 people. Direct report to the President of the Consumer Business unit. • Managed Demand Planning and Supply Planning teams for the Consumer Tire Business, supporting $3B+ in annual sales, 65M units (tires) in North America.• Led transformational efforts reducing backorders 90%, improving customer fill-rate 35%, while operating with 15% lower inventory levels.• Collaborated with procurement and finance to plan contingencies and implement hedging strategies against market disruptions, raw material price volatility and distribution risks.• Built strong teams and individual skills through training and coaching resulting in a highly capable supply chain organization.• Collaborated with Purchasing providing strategy, insights, and requirements for negotiations with suppliers.

Leader of S&OP and supply chain initiatives targeted toward the merger and alignment of North America and Latin America divisions into a single Americas division. Influenced team members in a matrix management environment.• Oversaw the merger and integration of North America and Latin America demand planning and supply planning processes toward a joint Americas Sales and Operations Planning (S&OP).• Sponsored development standard processes across all business units in the Americas region, including forecast accuracy, reasons for inventory, product prioritization, capacity planning, and manufacturing performance tracking. • Served as Operational Excellence team lead enabling C-Suite, to measure all global businesses with set metrics.

Provided strategic supply chain leadership for all business units in Europe, Middle East, and Africa. Led supply planning organization including 200 people, 15+ factories, and 20 local, regional and warehouses covering a billion dollars in inventory.• Drove creation of standard work processes to generate cross-functional collaboration between commercial plans, service performance, regional planning strategies, factory scheduling and systems.• Spearheaded five-year global strategic planning process concluding with presentation to global leadership team resulting in capital investment actions.• Led remote teams across 10+ countries and mentored and coached future supply chain leaders resulting in 70%+of direct reports promoted to higher positions.

Leader for implementation of Sales and Operations (S&OP) process globally. S&OP became the foundation for aligning business strategy to execution and the planning process for risk management.• Championed change management process to ensure organizational readiness and acceptance.• Partnered with all global organizations to drive change management to develop a sustainable S&OP culture.• Engaged effectively with senior leaders to coordinate and deploy resources to deliver results.• Accountable for the creation of the company's Integrated Business Planning (IBP).

Headed Supply Chain for a joint venture between Goodyear and Sumitomo Rubber Industries, spanning Motorcycle and ATV business units.• Commenced Sales and Operations Planning (S&OP) process linking customer requirements, operational capabilities, and inventory with EBIT and cash flow goals which led the business to being recognized for industry standard Oliver Wight class A rating.• Developed relationships with JV partners and earned trust and credibility creating a strong alliance.

Directed global Demand Planning and Supply Planning with a multi-million dollar budget across 5 plants through a staff of 4 direct and 25 indirect. Reported to GM of OTR Division and VP, Supply Chain in a matrix organization. Updated Chairman, CEO, and executive team on progress and project status. • Contributed to EBIT and inventory targets while concurrently strengthening supplier relationships. • Created supply and sales contingency plans, gaining global buy-in on implementation.• Received recognition for delivering working capital initiatives during industry decline.• Built organization structure that adhered to processes and operating rhythms while energizing focus on key initiatives. Created highly regarded communications process for team.• Sponsored optimization study on reducing total footprint costs globally.

Consultant for large Oil and Gas firm for their SCADA (Supervisor Control and Data Acquisition) systems.• Assisted in developing methodologies for Leak Detection and various other pipeline management disciplines.• Recognized by the clients for development of innovative Leak Detection algorithms and received Presidents Award from the CEO of UTSI International.