Led strategic analyses to make recommendations for commercial and brand strategies. Worked with many stakeholders and large data sets to develop storylines and sell recommendations. Selection of projects: • Led the ‘where-to-play’ strategy analysis for Fuze Tea, a new product launch in Belgium based on a 3-part segmentation: retailer, product flavor/carbonation, and geography. • Designed and built a statistical model (multivariate modeling) for understanding the key drivers of sales velocity in Belgium and The Netherlands. • Built ‘Brand Dashboards’ – combining 6 separate data sources using Excel to provide relevant stakeholders with a comprehensive overview of brand performance on a monthly basis. • Conducted business reviews (monthly) for 4 countries with the head of each country to review performance, highlight key drivers and follow-up on strategic priorities. • Worked with key stakeholders (brand managers, commercial finance and bottling company) to build official quarterly and annual volume forecasts.

Worked as an internal consultant collaborating with the finance, marketing, and operations teams to create business alignment. - Worked on the divestiture of a subsidiary. This included everything from shutting down the physical location to negotiating closure of long-term contracts and restructuring financial obligations. - Developed the first-ever financial budget. Including cash-flow projections and financial modeling.- Designed and implemented a cloud-based operations system to track customer project from the sale to project completion.

I joined the team at IMS as the Operations Manager during my last year at the University of New Mexico. At this time, IMS was only in its 3rd year of operation. I was responsible for coordinating the daily logistics including manpower, fleet, and equipment. Initially, this coordination was all done by hand and written on a whiteboard. I developed and implemented a cloud-based solution that allowed the schedule to be viewed by all parties. I then integrated a text-messaging system to quickly dispatch all necessary resources. This process implementation saved more than 1-hour per day in the scheduling process.At this time I also became responsible for HR of our field staff. I developed hiring standards, onboarding processes, and policies and procedures used to inform personnel decisions. I focused heavily on changing the culture of the field staff, to close expectation-reality gaps. To accomplish this I updated and developed processes, established a new organizational chart within the field, and even terminate a number of employees that were not able to adapt to our new culture.