Directed 12 distribution locations in the US, Mexico, Canada, Germany, and China ($2.5B in revenue, $55M operations budget, $70M freight spend, $140M finished goods inventory and 650 associates). Built team of logistics experts and shifted culture towards operational excellence. Defined future warehouse strategy for systems and equipment; implemented key process and IT upgrades necessary to support business growth and service level improvements• Led $13M DC modernization initiative; selected IT and automation solutions; realized $4M OpEX reduction (10%)• Assessed logistics footprint and opened new, greenfield location (incl. site selection, lease negotiation and build-out) to meet storage and shipping needs• Implemented operational KPIs and process improvements leading to a $5M reduction in operating costs• Reduced transportation spend $2M through route optimization and implementation of KPIs aimed at cost-out• Built a senior leadership team focused on site consolidation and major upgrades to IT and material handling systems

Managed 6 major DCs, 43 branch distribution locations, and 400 unit fleet in the US and Canada (14M batteries shipped annually, $1B in revenue, $58M in finished goods inventory, $80M operations budget and $75M freight spend, 600 associates. Drove strategy and improvements for inventory levels, distribution footprint, fleet management and transportation spend. Implemented SIOP process to improve in-stock levels, on-time shipping, and manage invested capital in inventory.• Developed new Wal-Mart distribution concept through 3PL partners; • Implemented standard work processes in distribution operations leading to quality and productivity improvements • Carved-out branch business; coordinated sale and reverse integration to acquirer; subsequently largest Exide customer

Directed 5 sites in North America ($2.6B in annual revenue, 400+ associates, $30M annual operating budget, and $5M annual capital budget). Oversaw the region’s warehousing operations and strategy. Managed communications between internal and external stakeholders to ensure KPI achievement. Responsible for warehouse governance function driving standardization across sites, uniform implementation of lean and quality improvement initiatives, compliance with legal and corporate policies, and implementation of projects and IT harmonization.• Led reorganization of North American warehousing operations; staffed up new functional areas; developed culture towards continuous improvement, definition, and measurement of KPIs (safety, quality, delivery, & cost)• Implemented standards for business process improvements through: value stream mapping/design, best practice implementation, technology innovation, and value creating project activities• Led turnaround of largest OEM automotive warehouse in Bosch worldwide to meet strict quality/delivery requirements of manufacturing customers;

Managed inbound and outbound operations in regional distribution hub for Automotive Aftermarket Division. Ensured that all internal and customer KPIs were achieved. Led team focused on operational transformation.• Led warehouse performance recovery after the implementation of SAP ERP system. Improved customer delivery performance from 35.7% to 99.8% on time. • Ran operational assessment to compare existing warehouse processes to “best-in-class” and developed an improvement roadmap. Used input from internal and external consultants to define targets and budget needs for major operational upgrade• Performed personnel competency assessments and implemented new organizational structure to support upcoming operational modernization.

• Drove a multi-national distribution network study analyzing businesses across seven sites in three countries. Managed center of gravity analysis on freight movements for network optimization• Developed a forward-looking network footprint proposal – including new warehouse sites and closures – and pro forma financial analysis. • Consolidated Bosch Brakes from two operations into one. Upgraded rack and equipment in 100k ft2 facility in three months. Moved operations with no business interruption.• Launched the first implementation of Tableau data visualization tool in Bosch worldwide. Rolled out enhanced performance metric tracking tools across four sites in North America providing real- time access to performance information (e.g. on-time delivery, inbound put away time, productivity, etc) displayed on operations floor.

Performed detailed spend analytics, market and industry research, and complex dataset manipulation to extract insights that led to cost reductions. Calculated benchmarks and develop analytical models to review cost scenarios and support business decisions. Partner with operations, procurement and others across organization to achieve buy-in on cost reduction goals.• Performed comprehensive evaluation of a margin dilutive business and identified measures to improve profitability.• Modeled the development of commodity pricing on justified invoice price vs. actual purchase history with key vendors. I• Recipient of 2012 Home Depot Managers Award for outstanding cost-savings efforts

Promoted to senior management with commercial responsibility for six warehouse and packaging sites across the US with annual volumes of: $912 million in sales, 11 million packaged units, $33 million in operating budget, $1.5 million capital investment budget, $200+ million in inventory, and 390 associates – department staff of 12. Oversaw business planning/reporting and analysis, contract negotiations with suppliers, and acted as liaison between operations and executive team for communication of financial performance and ad hoc strategic analysis. Drove continuous improvements in processes at existing and newly acquired operations.• Led logistics/financial M&A due diligence on three acquisitions: advising senior leadership on impact of acquisition to operations. Acquired companies added over $190 million in revenue to the division. • Spearheaded post-merger integration initiatives to consolidate logistics activities and eliminated $6 million in annual operating/transportation costs for combined company.• Developed and articulated long-term distribution strategy based on a business forecasting model that optimized space usage and minimized transportation/operating costs. Communicated distribution strategy to global board of management and gained approval.• Achieved lease cost reductions and tenant improvements at renewal totaling $650k at two US sites• Successfully led division through internal/PwC audits of warehouse and commercial controls – no findings.• Rolled-out perpetual cycle count program to all US sites.• Championed cost performance and productivity measurement reducing logistics costs as a percent of sales by 14%• Implemented labor productivity software at four US sites with engineered standards for warehouse functions – resulting in a 30% increase in labor productivity.• Established activity-based cost system for North American packaging operation providing better visibility into cost drivers. Identified Lean and 5S improvements.

Recruited from business school into Bosch’s management training program and completed rotations in sales, marketing, credit/collections, accounting and other special projects aimed at developing the relationships and experiences necessary to become a leader in the organization.• Developed a customer credit scoring model that is still used today by the credit/collections department to determine customer’s credit worthiness.• Completed financial due diligence of Purolator Filtration acquisition on behalf of CFO

Managed operations department of 6 and performed cash management and treasury functions.