Leading the deployment of our end to end Supply Chain transformation for finished goods and external manufacturing.

* Focusing on production planning for Bars, Baked and Semi-finished portfolios for five factories across Western Europe

* Recognized at the local Mars “Make the Difference” awards for leading the site Training Transformation over the last 2 years. Represented the project at the Regional level in Las Vegas, in March, 2019.* Leading the Total Productive Maintenance (TPM) implementation for the chocolate plant in Newmarket, progressing our continuous improvement journey to the next level* Executing the Autonomous Maintenance (AM) Pillar Steps 0 - 3 with the Leadership Team, forecasting a 75% reduction in equipment stops for the lead asset* Coaching Pillar Leads on developing and implementing their respective pillars, in line with standard TPM methodologies* Championing the site communication team, to engage team members across all value streams in the TPM transformational journey

* Leading the standard operating practices at the factory, including team member escalation processes, enabling effective action planning and resource allocation to daily operations.* Implement Lean methodologies across the site (5S, SMED, Problem Solving, Standard Work, Kaizens, Continuous Improvement) to drive increased performance in site KPIs such as Safety, Quality, Reliability and Cost. Coach and train associates on effective practice of these standards. Led a Packaging SMED event at Royal Canin, resulting in 40% in changeover time identified. * Leading the Training agenda at the site, increasing the effectiveness of the onboarding and up-skilling strategy for our teams. Developing the training curriculum for the site Maltesers expansion, resulting in a higher productivity workforce.

* Launched the PowerSteering project management software for PepsiCo Foods Canada; developed and led the national roll-out, conducted cross-functional area training and ongoing implementation, enabling efficient total company productivity reporting.* Certified as a Lean Six Sigma Green Belt and Live Kaizen Leader in 2014; led multiple corrugate efficiency projects across Canada, over-delivering by +$300,000 in carton savings; leveraged the training to also mentor new Kaizen leaders in LSS project facilitation, and lead numerous LSS training classes in Ontario. * Led a cross-functional code dating project in 2013, aligning Sales, Marketing, Operations and Warehouse teams across the company; the successful launch resulted in +$334,000, or 115% to plan. * Managed the Supply Chain AOP Productivity process from Innovation planning to AOP Launch; collaborated with Division Productivity Leaders, communicating key dates and deliverables, organized and facilitated national AOP Launch calls, resulting in successful AOP planning seasons from 2012 – 2014.

* Certified as a Lean Six Sigma Kaizen Leader in March 2011, to drive productivity and optimization projects on site; leveraged the training to lead a Compressed Air Kaizen, resulting in +$20,000 in electricity savings. * Effectively completed the 2011 Leadership Acceleration Program in March, applied the training to develop a valuable Career Development Profile* Led the Zero Landfill (ZLF) initiative on site, and was recognized as part of the 2010 Operations Leadership Circle in achieving ZLF by sending less than 1% of total waste to landfill since 2009. * Active member of the Atlantic Diversity and Inclusion Council, working on regional initiatives to attract and retain the best talent and foster a culture of inclusion within our business; was also recognized by the VP of Human Resources for the success of the 2010 Atlantic New Grad recruiting process.

* Organized, planned and managed various equipment upgrades and installations resulting in company savings of +$50 000 using Six Sigma methodologies.* Applied effective project management skills both independently and in teams to increase project efficiency. * Performed a Failure Mode Effect and Criticality Analysis (FMECA) on the batter room, identifying areas with high downtime to boost reliability of the system. * Orientated contractors to the site, emphasizing safe work practices and company regulations.

* Performed quality control tests on biodiesel during various stages of production to ensure the product met company standards. * Sampled trains and trailers to guarantee the final biodiesel was in excellent quality to be sold. * Calibrated equipment such as pH meters, GC machines, and coulometric titrators within the laboratory and plant to secure accurate test results.