VP Finance, Global Supply Chain and Operations

* Report to VP, Corporate Strategy and Treasury. Meet regularly with CEO, CFO, and EC members to review real estate and risk mitigation strategies.* The global real estate team is responsible for over 90 million square feet of leased and owned property. Partner with all regions and business units to align our real estate portfolio with their long range plans. * Managing multiple $40M+ built-to-suit warehouse projects and a $125M+ sale leaseback proposal. Also proactively negotiate with landlords / investors to monetize long-term leases 2-3 years prior to expiration, which can generate $3-$5M+ in savings per lease.* Risk management responsibilities include managing a comprehensive insurance portfolio which consists of property (>$1B limit). liability (>$250M limit) and D&O (>$200M limit).Implementing a new risk management program to provide better insight into our self-insured / non-insurable risks, such as cyber, talent, material costs, competition, and emerging markets.

• Reported to SVP Integrated Supply Chain, North America. • Led a team of 50 supply chain professionals responsible for Demand, Production, and Inventory planning.* Led a team of 50 supply chain professionals responsible for Sales and Operations Planning, which consists of demand, production, inventory, and deployment planning. Worked closely with Sales, Merchandising, Manufacturing, Procurement, and Logistics.* Overhauled the S&OP process and introduced new metrics to increase speed, improve reliability, drive accountability, and predict and prevent supply issues.* Amidst record sales levels, the team substantially improved service levels, forecast error, forecast bias, and in-stock % while reducing lead time and increasing inventory turns to historic levels. Efforts led to over $400 million in working capital savings. * External and internal awards: APICS Company Spotlight, CSCMP Finalist, Whirlpool Chairman’s Award for Operating Excellence.

• Reported to CFO, North America; supportes SVP Integrated Supply Chain and VP North America Procurement. • Led a team of 50 finance professionals responsible for Manufacturing, Quality, Logistics, Procurement, SG&A, and IT finance• Beyond core financial responsibilities (month-end, profit planning, etc), the NAR Finance Operations team partnered with operations to assess and optimize overall cost structure of ~$8B for North America. Team delivered 2.4% productivity in 2013.• Key member of team responsible for developing and executing an Integrated Supply Chain strategic roadmap. Initiatives included streamlining the S&OP process, optimizing inventory levels, refining order promising logic, and improving schedule actualization. • Demonstrated ability to engage, develop, and export talent throughout Whirlpool tenure. Member of Corporate, North America, and Global Product finance talent management council and Whirlpool’s campus champion for Univ. of Notre Dame.

• Reported to Senior Vice President, Global Product Business; dotted line to CFO, Global Product Organization. Led a team of 15 finance professionals (6 finance & strategy, 4 global financial planning & analysis, 5 engineering accounting).• Coordinated the annual development of 5-year global product strategies. Influenced engineering ($500M) and capital allocation decisions ($600M) to execute the long range plans.• Developed a detailed, standardized approach for analyzing competitive value chains. Outcomes influenced C-level tactical and strategic decisions.• Further responsibilities included global planning & analysis for innovation, quality, trans-regional sales, and transfer pricing and the management of $600M in global procurement and engineering budgets.• Demonstrated ability to engage, develop, and export talent throughout Whirlpool tenure. Member of Corporate, North America, and Global Product finance talent management council and Whirlpool’s campus champion for Univ. of Notre Dame.

• Reported to VP, Finance, US Operations. Led a team of 5 finance professionals in 2008; Reduced to 3 in 2009 via efficiencies.• Despite industry decline of >10% in 2009, helped team deliver 2.5x Operating Profit vs. 2008 (+4.2 ppts OP%) by focusing on value share, implementing aggressive cost controls, and launching new products.• Created and institutionalized a SKU ROI / Optimization diagnostic tool across all US product categories. Reduced cooking SKUs by 10% with minimal impact on share.• Led the product long-range financial planning process for North America. Helped re-define process, content, and analytics to improve resource efficiency, increase transparency, and ultimately, create a winning strategy.

• Reported to VP, Finance, US Operations. Led a team of 7 finance professionals (4 investment analytics, 3 P&P)• Improved consistency and depth of business case analyses for all new product launches and instituted senior level finance reviews, which allowed for better capital allocation decisions. • Led a comprehensive study of the North America manufacturing footprint, which resulted in the closure of 5 facilities.• Created a post-launch process to track actual performance vs deliverables. • Managed $130M in merchandising spend. Drove acceptance of common analytical tool for evaluating and approving merchandising decisions.

• Helped team achieve first profitable quarter in history of brand. Improvement driven by distribution and product line expansion, price increases, and cost controls.• Served as product development lead, implementing 3 tiered strategy based on internal development, external development, and market tests with key garage dealers.

• Overhauled capital management process. Saved $50M in capital spend in 2005 and eliminated year-end “hockey-stick” profile.• Streamlined approval process by implementing electronic approvals, reducing number of approvers, and creating parent (strategic)–child (operational) appropriation requests.• Finance lead for Maytag engineering integration. Delivered $18M in annual savings.

• Managed all Dish business cases analyses. Supported development of long-range and profit plan for US Dish business• Trained global finance peers on NPV analysis and concepts• 1st customer excellence mentor in finance.

• Lead financial analyst on various refrigeration strategies (Global Product Leadership, Top Mount Freezer, Water Dispensing) • Primary analyst on numerous $10M+ capital projects• Created Make V Buy NPV model and integrated it into the Global Business Investment Policy

• Identified, developed, and analyzed supply chain strategies for new and existing products. Incorporated forecasts and strategies from marketing, manufacturing, and R&D to build financial models and provide strategic insights on optimal supply plans. • Provided financial support on product supply issues for Animal Health's worldwide operations, including budgeting, forecasting, expense control and the selection of third-party suppliers.

• Managed a global supply team that supplied an active pharmaceutical ingredient to various finished goods plants. The supply chain consisted of Pharmacia and third party manufacturing facilities located in the US, Brazil, Canada, Puerto Rico, China, and the UK. • Developed and implemented manufacturing strategies to achieve supply assurance while minimizing cost of goods and intellectual property risk for Pharmacia’s top 20 brands. Supported strategies with NPV and strategic analyses.• Managed cross-functional, multi-cultural project teams to in-source, out-source, and re-source key drug intermediates. The teams consisted of production, regulatory, QA, analytical, logistics, engineering, and finance representatives. • Supported Global Supply with the identification and approval of strategic partners and assisted with the subsequent contract negotiations.

• Improved the cost accounting structure for 4 intermediate processing steps, which streamlined production allocation decisions and improved supply forecasts. • Devised and executed an internal sourcing strategy for two products that accounted for over $2.5 million in cost savings per year.• Implemented process improvements and best practices to reduce cycle time, increase yields, decrease emissions, improve FDA compliance and lower costs for 5 products.

• Managed a team of 4 technical advisors on the commissioning of a $25 million isomerization unit in Malaysia. Directed my team, the customer, and the contractor through the startup. Identified and rectified many construction errors which led to a successful commissioning.• Provided full time startup, optimization, and troubleshooting assistance to customers for 14 projects located throughout the US, China, Spain, Malaysia, Norway, Holland, Mexico, Saudi Arabia, Thailand, and Indonesia.• UOP’s senior on-site representative responsible for project timing, operational troubleshooting and unit optimization, which required strong technical expertise and interpersonal skills.