Responsible for the implementation of P10, a new Demand Planning software package from Areté inc, and associated processes for EMEA Consumer. This region includes Central & Eastern Europe, Western Europe, Middle East & Africa, UK & Ireland, Israel and Export.

Managing Kleenex & Fiesta portfolio

Manage Morrisons and Asda acconts for Andrex, Kleeenx and Fiesta.

Manging Child Care, Baby, Adult Care and Feminine Care portfolio

Strategic as well as day to day operational running of an Internet based business focused on generating client leads through the development and advertising of websites. Managing all elements of the business from marketing, sales, accounting, website build /hosting and operations.

Developing and implementing risk management policies, procedures and processes to reduce delivery risk and increase profit in a dynamic front end / back end web integration consulting firm.• Implemented centralised data repository for monthly management reporting.• Influenced strategic direction of business based on margin and growth objectives.• Increased awareness of key information on project margins; chargeability, revenue recognition.• Changed resource management function from administrative task to a proactive business-enabling role.iXL/Scient BackgroundIn November 2001 iXL and Scient merged and retained the Scient name. Scient UK, the UK arm of the digital consultancy whose US parent went into Chapter 11 in July, was sold to SBI. SBI sold its UK operation to Framfab on Oct 2003. Framfab merged with LBi in Oct 2006 to become LBI

Help drive forward business development initiatives in the FMCG sector and to develop close relationships to ensure that clients receive our full range of offering from web design to front/back end integration. Clients included Unilever and Sara Lee.

Leading and developing an IT / manufacturing consulting team with the primary goal of establishing a new global account for the company.• Lead an ARIBA eProcurement multi site pilot implementation in a global specialty chemical company• Initiated strategic change to a consultant lead sales approach focused on increasing revenue whilst reducing non-billable time.• Assisted in the development of new Demand / Supply organizational model for Information Technology groups which focused on aligning the IT function with other parts of the business.• Worked closely with the Unilever Global Account Manager to develop the account beyond the Netherlands.Atos Origin BackgroundOctober 2000 - Atos Origin founded in France and was formed from a merger of the companies Atos and Origin B.V..

Developed and implemented the processes & structure required for the Customer Service, Planning, Distribution, Credit Management, Sourcing and Forecasting functions in the newly established Unilever Russian Foods business.• Provided Supply Chain functions to support growth in margarine from 0 tonnes in 1995 to 130,000 tonnes in 1997 and for tea from 4,000 tonnes in 1996 to 13,000 tonnes in 1997 (revenue from $0 to $500,000,000).• Developed and managed scaleable offshore sourcing processes, starting with 2 SU’s and growing to 12.• Lead a SAP project team to design and configure a SAP R3 system including modules: SD, MM, PP, FI, CO and PA to accommodate reengineered business processes for purchasing and inventory management.• Established processes and a Lotus based system to manage the initial Supply Chain function requirements, under a Representative office structure subsequently replaced by an Oracle database system.

Actively managed and led changes to optimise the demand & supply business processes using MRP II concepts.• Implemented a supplier rationalisation program for packaging and raw material suppliers resulting in a 50% reduction of suppliers and annualised total purchasing cost reductions of 10% (~ $5m).• Improved international sourcing reliability from 45% to 85% while closing the local sourcing site.• Reduced inventory from $18M to $7M in a span of three years, whilst increasing order fill from 60% to 70%.• Designed and implemented KPI’s for forecasting, customer service, inventory & manufacturing.• Reduced transaction costs and increased manufacturing performance by implementing an integrated operational business system software package, CA-PRMS • Increased forecast accuracy by designing and implementing a forecasting process & networked forecasting system.• Managed the innovation funnel for all new product launches.

Identified and recommended operational improvements in the area of Logistics, for several large consumer product companies. Main project was a distribution network redesign, which lead to significant cost savings through warehouse consolidations and inventory reduction.

Organized and directed the Distribution departments, in the areas of DRP, forecasting, inventory management, production planning and shop floor control. Managed major project to move local distribution to a third party, resulting in $0.5m savings and improved customer service. Closed Montreal DC resulting in $300K of cost savings and improved customer service.

Various manufacturing assignments encompassing both staff and line roles including; Total Quality trainer / facilitator, project management, JIT system implementation, team management, production planning and material requirements planning.