Reporting to the VP of EMEA Operations I provided strategic directions to team members, ,direct and indirect, for smooth execution of EMEA transport and Customs operations, across 4 factories, 7 Distribution Centres and over 70 external operation supplier sites. Managing all functions associated with tracking and monitoring of costs, focussed on continuous improvement projects. Whilst establishing and maintaining key relationships with transport suppliers resulting in improvements on service and cost.Role Highlights include: Successfully navigated through challenging times of Brexit, COVID, and political conflict, ensuring seamless and uninterrupted transportation service. Ensured on-time execution and implementation of various projects, comprising Brexit, RFQs, and Supply Network Design through effective management and leadership of the cross-functional teams. Developed effective solutions for all transport lanes to achieve optimal service and cost across the whole EMEA network. Achieved cost savings of $3M by optimising international road transportation through a successful RFQ process in March 2023. Attained significant reduction in carrier portfolio over three years from 32 to 14, resulting in building strategic and trustworthy partnerships, improving service, quality and cost efficiencies. Advised and guided the business on the impact of transport costs creating efficiencies and adjusting ways of working

Reporting to the Middle East, Turkey and Africa General Manager I directed the end-to-end supply chain operations of the Middle East organisation ($400M revenue) by building and leading a team of 25 members ( across 5 teams ). I guided the supply chain team through business expansion, acquisitions and distributor take over, ensuring continued smooth execution of routine procedures as well as process improvements. I Ensured robust administration of all functions related to demand and supply planning, warehousing and logistics, customer service / order management, procurement (direct and marketing) as well as regulatory and registration.Role Highlights include: Enabled organisation to elevate business growth from $120M to $400M through people and process development, brand acquisitions, and distributor take over. Empowered and diversified the team over my 6 year tenure Drove S&OP+ implementation to improve predictable, consistent, and aligned business planning in January 2016. Led system integrations for JDA forecasting system in 2013, Oracle ERP System in January 2014 and SAP ERP System in September 2017. Consistently achieved key KPI results across Service (95%), Forecast accuracy (70% 3 month consolidated) , Inventory ( $20 million) and Cost ( $15M). Received recognition for valuable contributions to the TSA exit (P&G integration) and simultaneous SAP implementation.

Reporting to the Colour Cosmetics General Manager, I led and directed a team of 24 employees managing the global supply of Coty colour cosmetic brands, including Rimmel, Astor, Miss Sporty, and NYC, from the UK production site. I built and empowered the teams, fostering a sense of ownership and accountability to achieve the planning objectives, goals, strategies, and measures.Role Highlights include: Consistently achieved agreed service levels ( 97% ) and kept inventory targets (~6M) by implementing a sustainable operational strategy for supply planning, production planning, and new product development. Qualified to develop and implement Daily Management Systems , building a process then analysing in process measures before they hit the output KPI’s such as Service , Inventory, E & O (excess and obsolete)

Reporting to the Colour Cosmetics General Manager, I managed a team of 11 direct reports and a flexible workforce of 150 employees in the production unit. Managing the end-to-end operations of the production unit, I administered and maintained bulk making, filling, and assembly activities of the production unit in line with HSE Policies, service level and inventory targets. I led the transition from shift management to cell management, utilising the Kotter “leading bold change” management process. Role Highlights include: Implemented a major structural change with a focus on people, coaching the teams through the transition, ensuring continuous smooth operations. Achieved savings of $1M by leveraging Value Stream Mapping, SMED, and 5S techniques and methodologies. Restructured and deployed a new washroom flow to enhance safety, hygiene (eliminating cross-contamination risk), and flow speed.