Resilience Advisory, LLC leverages best-in-class industry standards and practical tools to identify and mitigate business risks. While leading organizations through full risk management program implementation or through limited program implementation to address business-specific issues, we teach skills to organizations so they may self-sustain their program over time. To assess initial and ongoing implementation effectiveness, we develop and execute real-life scenario-based exercises as well as leading event after action reviews to capture lessons learned.

• Led team comprised of 13 functions accountable for implementing compliance and operations programs in support of Amazon’s international expansion to include business growth in Australia, Brazil, Turkey, United Arab Emirates and a number of cross-border selection expansions.• Supported this effort through active stakeholder engagement and negotiation, oversight of overall project intake and governance, management of multi-project portfolio, resource allocation, and process development/improvement.• Provided thought leadership and leading deployment of Health & Safety, Security, Sustainability, and Compliance (HS3C) risk management framework to include compliance-focused and operations-focused risk identification, risk mitigation, and incident response.

Over 32 years with The Coca-Cola Company, I spent my career in roles across Technical (R&D and Quality, Safety, & Environmental Programs) and Supply Chain organizations with increased responsibility and organizational impact. These roles ranged from defining governance requirements supporting $1BN in annual procurement of retail equipment to enabling performance improvement for 900 manufacturing operations to delivering senior leadership and Board of Director communications.

• Retained full accountabilities associated with prior role while charged with building a first-ever metrics and risk analytics team.• Established and implemented risk-based data model to track and report system quality, safety, and environmental program performance. After the second quarterly reporting cycle, operations in the bottom quartile improved overall performance.• Championed selection of new data platform & data visualization solution.• Directed transformation from historic lagging metrics to forward-looking leading metrics.• Published system-wide, cross-functional performance reports and detailed analysis monthly to senior company leadership and quarterly to the Board of Directors.• Represented Technical organization as part of Corporate Risk Council, and led functional strategic risk assessments and assignment of risk mitigation activities.• Led operational excellence resources deployed to drive organization and system improvement utilizing Six Sigma and Lean Manufacturing principles.

• Represented Technical organization as part of core Corporate Incident Management & Crisis Resolution (IMCR) Team and enhanced global process to include improved senior leadership communication, process workflows, and after-action reviews.• Engaged directly with senior leadership (COO, SVP, VP) to communicate incident details including known root cause(s), action plans, path to resolution, and support needed.• Led global Technical teams to ensure effective and efficient response and after-action reviews to issues associated with manufacturing and distribution operations (e.g., ingredient/product/package/equipment quality issues, product tampering, extortion), pandemics (e.g., 2014 West Africa Ebola and 2015/2016 South America and North America Zika outbreaks) and natural disasters (e.g., 2011 Japan earthquake/tsunami/ radiation release). Effort required active engagement with impacted regions, corporate-based resources, and external stakeholders (e.g., Centers for Disease Control, non-governmental organizations, and regulatory agencies).• Implemented data analysis process to communicate trends as a means drive system-wide awareness and prevent future incidents resulting in a 28% decline in reported product quality incidents.• Developed and implemented the major event risk assessment (MERA) and led application in advance of the 2014 Brazil FIFA World Cup, 2012 London Summer Olympics, 2014 Sochi Winter Olympics, and 2016 Rio de Janeiro Summer Olympics. Identified risks and tracked implemented mitigation plans.• Co-led creation and delivery of market-specific capability development programs for the above detailed major events as well as for operations across all geographical regions.

• Provided leadership as part of a special project for the implementation of Product Lifecycle Management (PLM) processes and supporting tools for ingredients, finished product, and packaging. Effort required establishing organizational alignment, program strategy, project plans, success metrics, and reporting routines.

• Served in a ‘chief-of-staff’ role for Vice President and Chief Quality Officer. Effort included preparing principal for company leadership and Board of Directors engagements, organizational and business planning activities, and customer and field-based operations visits.• Represented principal as a proxy for internal and external meetings, events, and activities.• Led the development, ongoing management, and periodic reporting of three-year strategic and annual business planning. Effort included organizational planning, assessment of system-wide needs/risks, and resource allocation.• Managed the function’s capital budget and $38MN operating expense budget.• Coordinated organizational transformation including the handling of confidential and time-sensitive correspondence, reconciling headcount and budget, and engaging senior leaders and external consultants.

• Leveraged subject matter expertise to define global safety and performance requirements for customer-facing and consumer-facing retail equipment and requirements for global supplier base authorization. Effort enabled $1BN annual procurement of retail equipment.• Delivered external laboratory certification program designed to supplement internal analytical capacity while ensuring identified risks received appropriate mitigation plans. Effort resulted in increasing available laboratory capacity while decreasing internal laboratory cost. • Implemented equipment and supplier performance metrics to identify compliance and system risk.• Applied subject matter expertise to new equipment developments and supplier improvement.

• Managed engineering laboratory (60,000 sq ft) to include the safe operation of facility, utilities, and warehouses. Effort also included providing organizational leadership and financial (operating and capital expenses) management.• Deployed internal quality management system to include health and safety aspects. Effort resulted in no lost-time incidents.• Launched capability development program focused on suppliers and laboratories.

• Led materials management, warehousing and logistics, and 50% of manufacturing operations. Effort included demand management, new products commercialization, customer service, materials planning and procurement, production scheduling, as well as the warehousing and logistics for raw material and packaging supply receipt, materials handling, and shipment of finished product.

• Served in a ‘chief-of-staff’ role for Senior Vice President, Technical. Effort included preparing principal for company leadership engagements, organizational and business planning activities, and customer and field-based operations visits.• Participated in the development, ongoing management, and periodic reporting of annual business planning activities (e.g. organizational planning, assessment of system risks, & resource allocation)• Communicated Division’s capabilities, organizational structure and operating philosophy to company personnel, bottler (franchisee) representatives and non-company visitors. Effort also included facilitating Division-wide activities (e.g. training and development programs, annual conferences, and communication initiatives). • Represented The Coca-Cola Company as a loaned executive with an external not-for-profit organization.

• Led facility-wide and laboratory-wide improvement projects.• Served as primary point-of-contact for facility and laboratory stakeholders.• Conducted development and authorization evaluations of for all types of retail equipment.