BCertainManagement LLC provides Strategic and Operational Management Consulting services to clients in various industries, focused on supply chain process improvement, business strategy, and change management.• Led Supply Chain process improvement assessment for a major global industrial manufacturer. Performed gap analysis and maturity assessments to establish transformation roadmap and work plan for implementation.• Developed S&OP processes for client, provided training and coaching to implement demand, internal and external supply, and other S&OP meetings focused on identifying and executing site’s continuous improvements and monitoring of KPIs• Improved predictability of supply and capacity constraints, developing machine and labor capacity models, and leading value stream mapping and kaizen events to improve master data integrity. Collaborated with planning and procurement to develop better longer-term processes to correctly leverage their MRP system through cleansing master data, and relying on customer, supplier, and production schedules • Led cross-functional client team to execute a quick-win, aggressive short-term tactical effort, implementing new processes for the MRB (material review board) disposition process, slow moving and obsolete inventory, manufacturing master data, and WIP inventory, rapidly reducing inventory 14% in a 11-week period and a 26% mitigation of excess raw material intake

Led large team of 85 reports, assisting an urgent client need to execute deliver over $3.7B in the Paycheck Protection Program (PPP) resulting in timely delivery of over 45k loans. Collaborated with cross-functional groups, KPMG partners and client senior leadership daily, communicating risks, issues, and enabling proactive remediation and shortened cycle times across the program.

Led direct reports and high visibility key engagements impacting multi-billion-dollar decisions, with a detailed focus on analytics and collaboration with C-suite and cross-functional team members• Program Management Office lead Supply Chain Director for a $25M two-year aerospace engagement across six North American sites. Led analysis and transformation implementation of supply chain, S&OP, capacity planning, and manufacturing activities with senior management and cross-functional partners• Director role for largest client engagement in KPMG US history. Led team to navigate critical, time-sensitive, fast-paced program. Swiftly re-engineered and streamlined execution of deliverables on-time and within budget. Collaborated with senior leadership on risks, issues, and remediation.• Thought leadership Director for the Inventory Assurance service offering, establishing a go-to-market strategy and playbook on inventory governance, benchmark KPIs, valuation, cycle counting, policies, procedures, controls, risk mitigations, and remediation

Performance Manager for direct reports and Engagement Manager on six key projects, creating $4.1M in sales and $2.9M in managed revenue. Led five high visibility projects in Director-level roles supporting over $43M in client value creation• Engagement Manager for initial assessment of a major global chemicals manufacturer. Lean assessment led to a multi-year collaboration of six follow-on engagements awarded by proven quality execution and benefits realization. Delivered 20% increase operations efficiency and 15% inventory reduction.• Engagement Manager for target operating model development (people, process, technology). Developed implementation related to program gaps, created ground-up planning, inventory, fulfillment system to deliver exit strategy and multi-billion-dollar new product launch for complex cold chain of 2,300 locations• Supply Chain Program Director role, leading successful integration of a $20M consumer products SAP implementation program for seven work streams (planning, manufacturing, quality, maintenance, systems, EHS, engineering)

Workstream lead on key projects in warehousing, inventory management, and integrated business planning

Coached and mentored clients from the C-Suite to the manufacturing shop floor to drive financial results through analysis and implementation of management systems, process improvements and behavioral transformation for sustainable results. • Led project with major global tier 1 automotive client, assisting the design, implementation, and sustainment of redeveloped master production scheduling, inventory management, and warehousing operations. Conducted lean assessments and gap analysis to quantify opportunities. Implemented new processes, tools, management systems, resulting in a 12% inventory reduction, 17% customer fill rate increase, and 26% warehouse efficiency improvement.• Project Manager for a major fast paced consumer goods warehousing facility, engaging PMO C-Suite support. Implemented management systems and process improvements in nine areas to generate $1M in savings

Led to improve quality and service of contract manufacturers and transportation providers, managed the Cephalon Global Transportation Network, spearheaded Supply Chain projects and strategic sourcing initiatives• Managed contract manufacturing for API (active), bulk and finished goods inventory, managed MPS and S&OP process for two Cephalon brands representing $80M in annual sales achieving fill rate goals• Successful rollout of comprehensive instruction for movement of commercial core products representing over $1B in annual sales, increasing communication and mitigation of shipment issues (e.g. damages, customs delays, and DEA, USDA, FDA, challenges)• Developed and led the Cephalon Global Transportation Optimization Project resulting in decreased average in-transit lead time by 2.2 days (from 7.1 to 4.9 days) and reduced shipment issues from 38% – 4% in 2009

Supervised key employees in the Planning and Scheduling department, managed master production scheduling, product allocation, and new product introduction• Machine and labor capacity planning representing approximately $600M annual sales, achieving 98.0% vs. 95.5% goal fill rate while managing inventory levels at or below targeted levels• Plant S&OP planning and inventory management lead. Developed inventory build projections, forecasts, NPI and plant shutdowns strategies. Resulted in meeting and / or exceeding goals with uninterrupted supply• Received Encore Platinum, Gold, Silver and Bronze Awards for exit strategy development and new product line launch of 43 SKUs representing $177M in incremental sales and new blister packaging manufacturing line

Order-to-cash supply chain execution with focus on process improvement projects. Managed the J&J international affiliate division for 50+ J&J global companies.