• Successfully supported all partners including external audit firms (KPMG, PwC) as Command Center Data Lead for Day 0 Physical Inventory M&A activity.• Built analytics model to assess Sprint's Network inventory against future demand and provided direction to move assets to T-Mobile warehouses from legacy Sprint warehouses to ultimately streamline warehouse operations and realize Merger Synergies.

• Provide analytics and insights into Network inventory operations and developed reports for inventory management by analyzing inbound and outbound operations, mitigating supply chain risk and shortages.• Developed methodology to measure Planning KPIs and monitor operational Supply Chain KPIs to highlight strategic initiatives and drive operational excellence.• Worked on data architecture and developed interactive Tableau dashboards, ensuring one source of truth across CPO Organization and cross functional partners.• Developed process and methodology to analyze complex data and design Alteryx workflows to autopilot repeatable reports and analysis.• Collaborate with Network Demand Planning teams to provide what-if scenarios on network-equipment availability and field service commitments to ensure requirements per plan.• Serve as a liaison between Sprint and Third-party logistics to coordinate and develop concepts to build robust data analytics framework leveraging product knowledge, for production planning and volume studies; and identify potential process improvement efforts.• Recognized by leadership for support excellence on a highly visible cross functional Audit project with Internal Finance Audit team, Network and Asset management team to identify, track and reduce field equipment.

Mapped E2E supply chain visibility for a drug brand from API, DP to FP with 1000+ SKUs Recommended key KPIs which needs to be monitored to improve supply chain health

• Recommended marketing strategy to resolve mismatch between branding and low level of awareness by analyzing primary viewership data of Fox Sports College Football on FS1.

• Managed inbound operations in a cross-dock facility that shipped seven million products per week and employs 1,000+ staff.• Developed change management strategy by working with all levels of management and associates to drive consensus, collaboration and forward momentum towards end goals.

• Managed five construction projects with budgets ($2MM-$5MM) each.• Saved $350K in 2014 and $400K in 2015 by delivering win-win situation through contract negotiation with both new and existing suppliers and sub-contractors.• Piloted sustainability project for waste-management and solar electric system in apartments; secured six project approvals by analyzing NPV to show positive ROI.

• Re-designed and verified UAT for two core products; facilitated implementation team to achieve project completion sign-offs from clients on 17 projects. • Attained 98% customer satisfaction by facilitating clear communication and effectively resolving change requests between clients and software team. • Drove on-time project delivery to 97% by initiating weekly communications with primary vendor (IBM) and discussing improvements to project execution.• Collaborated with cross-functional internal consulting team on RFIs, RFQs and RFPs for end-to-end application support and hardware; identified Oracle as key strategic partner for Hadoop Appliance based on cost-benefit analysis.