Pioneered the SIOP implementation, transitioning the organization’s fractured S&OP process to a highly integrated & collaborative SIOP process, netting an immediate return in the organization’s ability to allocate inventory, plan capacity, align resource and proactively manage future demand

Presented the business case to align the inventory management function with Demand Planning, increasing the reliability of the make signal & synchronizing supply planning, financial planning, sales, and

Direct 250 employees in The Continental United States; Canada & Mexico. Full P&L responsibility for $1.1 Billion Hydroponic Supply Chain Operating 4-Domestic; 4-International & 5-Third Party Distribution Centers. Annual freight spend of $52 Million across all modes of transportation, supporting all classes of customer trade. Implemented Predictive Analysis and Volume Shaping Strategies that reduced Supply Chain variability by 15%, saving more than $2.0 Million in Operating Cost

Chief Supply Chain Executive; reporting directly to the CEO. Manage an $11 Million Transportation spend and $6-Million Distribution Network. Direct Supply Chain Team of 140 Supply Chain Professionals and 10-direct reports. Led the Domestic & International Supply Chain Integration and harmonization strategy of 6-Start of the Art Distribution Centers. Directed the End-to-End

Executive Director responsible for the Start-up; harmonization and synchronization of a $1.5 Billion Consumer Package Goods International Supply Chain Vertical; 6-Distribution Centers and a $38 Million Transportation spend that encompasses all modes (Air; Sea; Intermodal & Truckload).

Direct cross-functional supply chain advisory teams ranging from 5-15 personnel for clients in the Products Service & Consumer Package Industry. Experiences include delivery of Lean Principles, Integrated Business Planning; Strategy & Governance; Product Life Cycle; Service and Repair; Demand Planning/S&OP, Inventory Management; Distribution and Transportation.

Led the operational start-up and organizational design and of Dannon’s Customer Logistics and Analytics Department; accountable for an operating budget of $15.2M. Implemented Industry Leading Best-Practices and efficiency programs in Bracket Pricing; Customer Unloading and Order Management; improving Organizational Efficiency by 6% or $375,000.

Delivered $1M in productivity improvements annually and achieved savings in customer order pattern optimization and direct plant shipment. Directed all customer facing opportunities related to logistics. Integrated Customer Service Center Start-up and supporting SAP Order Management Processes.

Supply Chain, Demand Planning, Supply Planning, Inventory Management, Production Scheduling, Order Management, Customer Service