- Drove Sustaining & NPI material and supply chain readiness from concept to EOL for Tier 1 & 2 mechanical cooling components with a typical annual spend of $500M+ - Established a clear to build (CTB) process to identify supply chain risks and developed mitigation plans that drove CM/Supplier to improve on time deliveries by 30%- Enabled process improvement by operationalizing a scalable multi-tiered buffering strategy for materials & delivered a lead time reduction of ~25 weeks for tier 2 components - Developed the mechanical cooling procurement model for a strategic material risk buy worth $1B to set up a supply pipeline for uptick in ML demand which was scaled across the team- Led the BOM risk analysis exercise with CMs/Suppliers by assessing suppliers supply chain mapping and identified mitigation strategies for 5+ C items- Served as a POC for material & supply chain updates with internal teams such as ELS, ODS, DCOps, Supply Planning, Finance, ASCII and externally with CMs/Suppliers

• Lead a team of 5 Demand Planners to establish a demand pipeline and support 6000+ customers for a business of $2B in GSV• Utilize forecasting system, POS/Shipment, On-Hand data to develop a statistical forecast extending out 18 months• Collaborate with sales, finance, channel marketing and customer ops leadership to manage monthly S&OE process• Responsible for team KPIs to include Service Level of 98% and GFA of 60%+ (lag 3) to maintain World Class metrics

Lead the digital and supply chain transformation activities by deploying Industry 4.0 solutions - with a budget of $15MM+ and a 2020-2021 bottom line savings pipeline of $10MM+ for the following facilities:· 12 Distribution Centers (North America & Europe) that contribute to $6B+ in GSV· 10 Factories (North America, Latin America, Europe & Asia) that manufacture Powertool Accessories (ex: band saws, saw blades, drill bits etc) with a COGS of $300MM+. Highlights:· Managing the inbound/receiving automation project (unloading, sortation, palletization, stretch wrapping) of floor stacked import items for the largest DC and generate $1M lavour savings & $4.5MM Inventory savings· Transforming material movement operations in 3 DCs (US, Belgium) by launching AGVs to automate material movement and generated $1.5MM+ Savings (Labour, PIV) & improve fill rates· Oversee the deployment of a carrier visibility tool for all outbound shipments for 5 EU DCs (France, UK, Italy, Belgium, Poland) to improve visibility, service levels and decrease customer service costs· Transforming the power tool accessory factories globally, by digitizing OEE, Maintenance, Quality Management, Quality Control (SPC) and yielding to an improvement of capacity, throughput & schedule attainment

Laid a roadmap for a pipeline of $1.5MM savings (2018-2019) : · Conduct site discoveries and interface across various cross-organisation functions like the COE, Supply Chain, IT, Finance, Operations Leadership (plant/DC), Value Stream leaders in developing a digital IIoT strategy to turn the plants/facilities into "Smart Factories" and "Smart DCs"· Continuously evaluate technologies and deploy the right IIoT solution to drive down 4-wall costs/gain YoY productivity savings in the areas of Labour, Material, Fixed/Variable Overheads, Quality

Utilise the concepts of Industry 4.0/ Industrial Internet of Things (IIoT) to and generated over $500K+ (for 2017-2018 only)· Partner with Power Tool Assembly, Fastening plants (combined >$1B in COGS) and manage the deployment of Industry 4.0 systems in the areas of Quality, IoT/OEE, Predictive Analytics, Preventative Maintenance, Robotics, Additive Manufacturing/3D Printing· Program manage the deployment of a digital QMS across 50+ sites to track corrective/preventive actions, non-conforming materials, gage calibration, supplier ratings etc and generate savings from warranty, fill-rate/service level improvements

Managed $20M+ inventory over 6 product categories such as Furniture, Impulse Buys, Tech Services comprising 1000+ SKUs, and supported Omni-Channel integration (Retail, E-Commerce, B2B) for 1450 Stores and 25 DCsHighlights: · Maintained healthy inventory level by reviewing forecast at SKU-location using statistical tools & supported 97%+ fill rate and decreased inventory by $3M+ mid-year 2017 (exceeded annual target)· Developed a process to handle replenishment cycle of Proprietary SKUs over 25 categories which generated $1.5M+ GM· Implemented replenishment strategies to support Back2Business, Back2School seasonal SKUs and Planned weekly Import Orders to align with MOQ/MOV, availability restrictions with a GSV of $15M+

Supported Supply Chain (Demand Planning/Forecasting), Global Sourcing (Private Label) functions in building the world's biggest e-commerce pet retailer. Below are the highlights: Global Sourcing:• Managed sourcing life-cycle (NDA, RFQ Execution, FDA Compliance - COO, COA, GRAS, Palettability, Test results tracking, Negotiation & Sourcing strategy), liaised with co-packer and 20+ suppliers for the on time launch of a private label frozen food product (Tylee's) launch with $5M+ incremental revenue projection• Spearheaded negotiation process for the selection of suppliers for packaging & storage (coolers, dry-ice) and generated $100K savingsDemand Planning/Forecasting:• Managed the forecast (high/low, exceptional demand) and maintained 80%+ forecast accuracy targets for 10K+ SKUs and $16M inventory over 6 product categories & 4 FCs (warehouses) with a MoM growth of >5%• Developed a forecasting strategy for tackling price matching, promotions, product substitutions, seasonal SKUs and managed target metrics of Inventory Turns: 12+, Out of Stocks: <1% and reported several reports (ASP, New Item Forecast, High Sales Variance, Forecast Deck) to leadership

Supported the SPM team by establishing strategic initiatives while ensuring they are in-line with the tactical operations of the Supply Chain Department.Highlights:• Developed the Supply Chain Capability Maturity Model (CMMI) and presented it to the CEO/Executive team to establish Business Continuity in SWA Supply Chain• Generated Should-Cost models by identifying the key cost drivers of the MRO Vendors and decreased the Total Cost of Ownership by 19.3%.• Developed scorecards, dashboards, performed contract negotiations. evaluated supplier performance and handled the SPM Database to track contractual compliance of various suppliers

Supported the NA Aftermarket Purchasing team and leveraged the company scale by achieving the best possible pricing terms, contract terms, quality, service and delivery.Highlights:• Performed Commodity and contract negotiations and was in instrumental in a 2% YOY Incremental cost decrease and 1% increase in rebates, that generated $ 80K cost savings on an existing product line.• Built the LCC Sourcing strategy and handled all the operations in the sourcing life cycle, right from market testing the suppliers, to evaluating, negotiating, awarding the business and performance monitoring. Generated $ 2.1M incremental margin benefit on a new product launch. Also handled a six-sigma stakeholder analysis tool to generate $ 1.6M Six-Sigma savings.• Handled SQA, Gap Analysis, Lead-time reductions, Supplier Score-carding, Six-Sigma & Continuous improvement initiatives all leading to $ 2.5M savings (& Reconciliations)

• Developed project management course content to be used for undergraduate and graduate courses.• Assisted in proctoring exams, overall data collection, record keeping and data entry into the course system.• Liaised with students and Director of Operations management program for academic and operational excellence.

• Maintained databases of 5 CRM applications in multiple project phases to ensure continual service improvement• Reviewed customer requests, performed root cause analysis to ensure delivery of ITIL compliant managed services• Validated and reconciled energy trading invoices and line-loss-factors for the settlement of invoices worth £ 100M• Managed a CRM application across all stages of customer life cycle to forecast revenue and resource information• Handled contract management of business customers, prepared multiple reports for managerial decision making• Developed business process documents used to train 200+ business users across different cross functional teams

- Optimized the performance of the NHNT and NTBC engine manufacturing lines by utilizing industrial engineering methods (Time - Motion / Activity methods)- Identified bottlenecks in the manufacturing process and performed line balancing activities, which resulted in a decrease in overall line cycle time- Undertook a research project to implement MOST (Maynard Operation Sequence Technique) method on the line, to improve over all productivity