Supply Network Operations - Powerwash Initiative team within Home Care Planning- Led cross-functional teams (across operations, engineering, sales, brand, etc.) to deliver the largest-ever Powerwash new product introduction initiative, driving double the FY24 sales target to $300 million (133% IYA growth)- Awarded “Walmart-P&G ASP24 Team of the Year” for FY24’s +10% Dish growth at Walmart- Coordinated go-to-market risk management, streamlined communication with stakeholders on downstream impacts to key customers, and influenced the executive team to prioritize Powerwash initiatives under tight resource constraints- Launched the development of the “IOP Control Tower” digital solution to consolidate system touches, automate the code setup validation process, and manage end-to-end initiative processes by exception- Established new work processes to provide structure and improve cross-functional collaboration on Powerwash initiatives- Developed a SQL training course to directly address a need for standardized SQL training in the region and led the region’s capability building efforts as the SQL & Databricks digital tool champion- Led and coordinated the PS APA LINKS event’s technical readiness for an audience of 300+ APAs

Supply Network Operations - Contract Manufacturing Capability team within Market Operations- Established and led the Contract Manufacturing Digital Sub-Team (a cross-functional focus group in the NA CM space) to shape the CM digital strategy for NA and improve the region’s strategic supply chain planning capabilities- Secured $444K in funding for CM Visibility digital pilots in FY24 by leading the Digital Value Chain funding request via performing a landscape analysis on the CM space, compiling key insights, and developing the case and need for innovation- Established a one-stop shop CM dashboard via Power BI to provide visibility into CM metrics across the region, enabling deep-dive root causing and facilitating a regional CM customer fill rate increase to 86.5% (the highest in over three years)- Developed the IRA gap analysis database and Tableau dashboard in order to provide root causing capabilities for inventory gaps in SAP vs physical counts at CM sites, improving CM inventory accuracy metrics from 73.9% to 92.9%- Instituted a regional standard work process for adjusting CM GR setups to resolve material replenishment issues from CMs with long lead times, alleviating material supply issues and improving operational excellence in the region- Partnered with the PEWO Ops Leader and transformed the PEWO culture from daily firefighting to strategic analysis through fostering a data-centric culture, accelerating the team’s data & analytics capability, and co-developing digital tools- Automated over 350 annual effort hours by developing a CM RCCP solution via VBA to streamline and standardize the PHC’s CM RCCP work process across four different ESS site leaders

Supply Network Operations - Inventory Analytics team within Market Operations- Overhauled all inventory Tableau dashboards and work processes by integrating new inventory definitions, resulting in a more accurate reflection on the current state of inventory ($30 million overall reduction in false unproductive inventory)- Developed an “Inventory Build Detection” algorithm to significantly reduce false Excess Safety, resulting in the elimination of $20 million of false Excess Safety globally and reducing productivity losses. Winner of the build detection hackathon- Established an algorithm, work process, and dashboard to identify backhaul-able inventory from constrained sites to prevent gridlock, facilitating the elimination of excess inventory at fulfillment centers during the COVID-19 demand surges- Automated the backhaul algorithm, process, and Tableau dashboard to provide hands-free backhaul analysis data on a weekly cadence, resulting in 0.75 FTE savings across the entire backhaul process- Enabled an increase in AITS parameter centerline rates to 95% (increased by over 25% from last FY) by providing visibility and insight into non-compliant codes, identifying parameter patterns, and communicating centerline trends- Coordinated and led APA events to improve cross-cultural communication by helping people understand their co-workers’ cultural heritage, the ways culture impacts interaction styles, and how to advocate for their APA co-workers / direct reports- Administered the NASA Tableau server as a Tableau champion by providing 174 people Tableau server licenses, resolving license renewal issues, etc.- Led as the regional Tableau tool champion by hosting monthly data analytics training on Data Storytelling / Tableau as well as administering the NA Tableau server by providing server licenses, analyzing Tableau vs Power BI, etc.

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Amazon Program Management team within Global Customer Solutions- Automated the data-scraping, analysis, and distribution of data, reducing time spent on daily reports by 75% and increasing visibility on the operator level- Developed master operating plans and accountability tools to improve process adherence in the Amazon preload program- Represented the Customer Solutions and Sales Operations interns on a panel with the new CEO, Carol Tomé- Placed as a top 10 finalist in UPS's inaugural intern elevator pitch competition

Processing Operations team within HomeGoods Distribution Services- Designed and piloted a new corrugate recycling process after ascertaining its necessity via data analysis and observational study, estimated to save over $408,700 in annual corrugate expenses (up 844% from FY19)- Initiated the transition to a new corrugate recycling vendor after performing research on the Midwest corrugate market, estimated to provide over $66,500 in additional yearly bale revenue (up 161% from FY19)- Conducted the redirection of problem orders from the B2 dock, improving process flow within the loop processing areas

Continuous Improvement team within Supply Chain Central Operations- Utilized DMAIC six sigma methodology to analyze losses from inbound quality issues at Walmart distribution centers- Analyzed historical Vendor Correction of Error (VCOE) data, developed a VCOE process map, and identified root causes- Designed an external data collection process for quantifying total loss and on-boarded Kaeppel Consulting associates- Coordinated the external VCOE process through joint calibration sessions with the Walmart and Kaeppel Consulting teams

Continuous Improvement team within Health & Wellness Central Operations- Analyzed historical lens breakage data based on total lens defects, machine repair frequency, and cost per work order - Performed root cause analysis on tenured lens manufacturing machines to optimize replacement cycles via data analysis- Ascertained the necessity of collecting blade, pad, and spindle data for performing future prognostic maintenance- Developed a capacity planning tool to automatically update data visuals and include additional years of data through VBA macros

Forecasting team within Commercial Spares- Performed a deep dive analysis on SNECMA historical delinquencies to update reorder points for GE90 engine parts- Designed and implemented a new formula for calculating weekly forecasting changes regarding CFM engine parts- Presented on customer service levels and sourcing delinquencies for the GE90 engine line to upper-level management- Updated and restructured standard operating procedures as well as onboarding documentation for future new hires

Komatsu team within ELM Energy- Initiated a water-reduction project to find ways to eliminate excess water usage at Komatsu America's manufacturing facilities in Peoria, IL- Performed data compilation and statistical analysis on Komatsu America’s historical water consumption figures- Presented an action plan to reduce excess water usage that saved about 4.4 million gallons of water annually after implementation (reduced 41% from FY13, equivalent to about $17,600 per year)

- Drove the highest level of data input efficiency by optimizing the data entry work-space to minimize lag time- Mentored and facilitated personal growth through one-on-one tutoring in approximately fifty students per day (ages 6-16)- Developed customer service skills by discussing students’ academic progress with their respective parents