Part-Time Faculty Member in the Department of Management teaching both Undergraduate & Graduate Students Supply Chain & Operations Management.

Responsible for both strategic and day to day operations of the Customer Service, Credit, Accounts Receivable, Customer Initiatives, Transportation, Warehousing, and Trade Compliance functions for the $8B Company. $500M in annual spend management with 3rd Party Logistics providers. Led the integration of Big Heart Pet Brands into the Smucker Finished Good Supply Chain. Active in due diligence, organization design, and synergy development for the acquisition. Responsible for the service delivery of the customer facing conversion 12 months after close. Delivered $40M in synergies.Championed the need to strategically connect with customer supply chains resulting in creation of a dedicated Customer Initiatives organization.Guided and developed the leadership in the organization through engagement in large group, small group, and 1:1 settings. Supported key leaders for involvement in leadership trainings and personal skill development.

Asked by CIO to build and develop the organization and work processes for an internal customer facing organization. The resulting 40+ person team provided relationship management, project management, functional design, process mapping, and budget management. Worked in tandem with the Development and Infrastructure Organizations to ensure successful technology delivery to internal customers.Led IS leaders through the transition from a technology platform focus to a business solution focused mindset.Led a portfolio development and management process on over 100 IS enabled projects with a $20M capital spend for the IS organization.Corporate Mobility Sponsor. Drove the development of the Smucker “App Store” and initial applications for mobile devices.

Vice President, Customer Logistics 2008 - 2011Director, Customer Logistics 2007-2008 Responsible for both the strategic and day to day operations of the Customer Service, Credit, Accounts Receivable, Transportation, Warehousing, Demand Planning, Supply Planning, and Network Modeling functions during a period of significant change as the Company transformed from a $2B to a $5B organization. $250M annual spend management with 3rd party Logistics providers. Promoted in place as growth of the organization occurred.Led the integration of The Folgers Coffee Company into the Smucker Finished Good Supply Chain by the Customer Logistics Team. Participated in due diligence, organization design, “Go To Market” policy changes, and synergy development for the acquisition. Delivered $10M in synergies. This function was the recipient of the Smucker Founder’s Award.Supported an additional 4 acquisitions - Knott’s, Snacken’ Waffles, Europe’s Best, and King Kelly - and 2 divestitures – Europe’s Best and Farmhouse - from an Order to Cash perspective during this time period.

Responsible for the Customer Service, Credit and Accounts Receivable functions while the company doubled in size to $2B. Provided leadership to a 90+ Person Organization. $6M Cost Center.Customer Facing Lead for the International Multifoods Integration. Provided day to day leadership of detailed integration milestones in order to deliver a seamless customer facing integration 2 months after close.Engaged & Partnered with Distribution Leadership to support a transition from an internally managed 3 DC network to a 5 DC externally managed 3rd party network.Provided Steering Team Leadership for the conversion of our Canadian Business Unit to the Corporate ERP.

Manager, Corporate Customer Service 2003 - 2004Manager, Customer Service Systems Administration & Channels 1999 - 2003Manager, Customer Service, Foodservice Business Unit 1998 – 1999 Served in multiple Customer Service Management roles providing day to day leadership culminating in complete responsibility for the Customer Service, Credit, and Accounts Receivable functions for a $1B organization.Managed and led multiple teams varying in size supporting different channels of trade and sales organizations.Led centralization of Order Management Activities on legacy systems. Leadership roles on intial ERP implementation and upgrades.Served as a workstream lead for the Customer Service Function for the Jif / Crisco Integration

Member of the Sales Leadership Team for a $750M Sales Region. Developed Sales Estimates, Cost Center Budgeting and completed Trade Fund Auditing.