Evolving a successfully experienced coffee B2B in the largest coffee exporter country in the world to a coffee B2C brand experience. Building a new product line to delight consumer home experience. Developing new business channels to supply market demand and build consumer brand loyalty. Spin-off business areas to focus on key expertise and optimize sustainable partnership. Coach future leaders and develop leadership culture.

A member of the Global R&D Leadership Team – Direct reporting to a management board member. Responsible for managing the Global tobacco research and development function with science centres in NC state – USA, Cambridge – UK and Paraná/ Rio Grande do Sul state – BR. Delivering scientific research, development and application in many countries through a diverse team of PHD’s and experts in different specialities, such as genetics, chemistry, biology, agronomy and others. Accountable and responsible for the technology innovation, regulation compliance, business sustainability and productivity initiatives. Delivering new consumer experiences through innovative technologies whilst improving productivity and reducing complexity.

A member of the Regional Operations Leadership Team - 2 years in Asia Pacific and subsequently in Americas region. Responsible for managing the regional product portfolio in the largest and most complex region combined to the global and local marketing strategies. Driving a team of product experts responsible for product development and specifications, material and packaging specifications, tobacco blending, quality to design, quality to consumers, quality to specifications, product portfolio, planning, innovations, analytical laboratories, pilot plant manufacturing, product regulation and compliance. Key Achievements:● Shaping the regional and end-market product strategies directly linked to the varied consumer needs and insights across the regional portfolio with focus on key must-win BAT brands. ● Energising efficiency levels of the Regional Product Centre through effective integration to deliver high quality offers to consumers whilst upholding targets for "Design-to-a-cost"● Embedding culture to leverage opportunities for continuous improvement and complexity reduction● As the head of an independent business unit, there is also responsibility to manage support functions such as human resources, finance, IT, etc.● Raising profile on significance of the product function to bridge links between marketing planning and operational/manufacturing delivery

Responsible for heading an independent company within the BAT Group which was a relatively new set-up (at the time) to fully manage the global supply chain for tobacco. The role reports directly into the Global Operations Leadership Team. Managing a team of supply chain experts, leaf sourcing/ procurement, logistics and planning with warehouse in several locations and delivering OTIF materials in more than 50 manufacturing sites. Key Achievements:● Realising the benefits in pooling working capital in the business whilst leveraging the relevant tax benefits of such an endeavour. ● From a people perspective, facilitation of a conscious business decision to get efficiencies from grouping the prized expertise in managing tobacco supply chain. ● Managing approximately £1.5 billion in working capital, £0.5 billion in purchase and more than £100 million profit per year. ● Streamlining logistics, warehousing, supply & demand planning, supplier partnerships and tobacco quality assessments in all major tobacco source continents through an international team of tobacco experts based in different parts of the world.

Responsible for managing the entire business in Uganda from farming to consumers including an independent non-executive board and Listing in the local stock exchange. Part of the Eastern Europe, Middle East & Africa Regional Leadership Team. Definitely a very challenge place to operate in terms of infrastructure and cultural behaviour where creativeness and resilience are key attitudes to leverage business results in the second largest company in the whole country. Key Achievements:● Turned around the business back into profit after many years of losses through stock adjustments, organisational restructuring and leadership in reinvigorating a dynamic culture in the local team. ● Achieved positive wins for the business in a very diverse environment – contending with a multitude of geographically-influenced challenges from security to basic lack of infrastructure in the country. ● Getting a quick grasp of local knowledge enhanced creativity in finding resolutions and risk management an important part of the success. Intensive coaching of people and proactive control of the activities led the organization in the right direction with focus on core capabilities such as farmer management, agricultural technical application, direct purchase, quality and elements of an effective supply chain which is the core of the Ugandan business for BAT.

Invited as a board member of the BAT Indonesia business. The organisation had a need for specialist expertise in proposing and implementing an important spin-off of the longer term asset management in their tobacco business i.e. farmer management, agricultural practices, leaf stocks, etc. separate from the dynamic FMCG operations --- these are the two key focus areas for facilitating sustainable growth in the Indonesia operations. Key Achievements:● Successful delivery of the challenge to manage minority shareholder interests by developing the best solution for a sustainable business in releasing important asset and working capital values to reinvest in the consumer based market strategies ● Ultimately, this paved the way towards opening new opportunities to enable business acquisitions for BAT Indonesia which were in plan at the time – BAT officially acquired the Bentoel business in Indonesia in Jun 2009

A series of formative roles over a decade in the Souza Cruz stronghold of BAT. As the largest standalone BAT corporation, it afforded many varied opportunities to flex development and build expertise in synergies of core supply chain and manufacturing capabilities --- both internal and external to the company. By far one of the biggest values in these roles would be the people management development which would have been hard to come by in not many other places i.e. from smalll managerial teams to large groups of up to 3000 strong in the factory environment. Well set-up towards skillsets for general management.

Responsibilities focused on the introduction of new technologies and system/process improvements for the company. This supported the development of innovative components for bringing in new business and marketing to key players in the global automotive industry --- General Motors, Ford, Volkswagen amongst others.

The 5 years at Carrier served the launchpad of life in the working world starting with ground work in the product centre supporting product development with experienced technical experts. From getting hands dirty on ground, my career here developed through the ranks into managerial roles developing industry knowledge in the various parts in the manufacturing arm of the Carrier business.