• Established planning / S&OP Center of Excellence (COE) for ADM from ground up and supported multiple concurrent initiatives, enabling significant benefits (>$10M / year).
• Created and owned business processes (Supply Chain Strategy, SCS) for demand, supply, inventory, S&OP, and S&OE for ADM.
• Built team and tools (training documents, assessment guides, playbooks, metrics, etc.) for demand, supply, S&OP, and S&OE.
• Led team that supported significant engagements across $85B enterprise with a focus on nutrition businesses.
• Managed global deployment of integrated business processes, including sales and operations planning (S&OP).
• Developed strategies to establish and maintain robust supply chain and enacted risk mitigation procedures and strategies.
• Set up proper S&OP designs and governance that was scaled as portfolio grew and led roadmap for global deployments.
• Provided direction, coaching, and mentoring to broad team from supply chain analysts to business presidents

• Spearheaded business engagements to drive integration and best practices with focus on integrated business planning (IBP) and supply chain (SP) best practices.
• Championed and co-designed integrated business planning for Center of Excellence.
• Led IBP implementation team to create first executive leadership business review for Cargill ($180B+).
• Created supply chain strategies for multiple businesses and operations (Supply Chain Mindsets).
• Fostered collaborative and creative environment for cross-functional / business teams to ultimately align around SC strategy.
• Provided excellent results through maturity assessments (COE Lead and TRACC) on SC planning, activity assessments, organizational redesign, IBP process, order management, change management partnerships, and mentoring / coaching.
• Leveraged deep knowledge of supply chain / business processes focused on impact on people allowed for building transferable practices in SC organization

• Owned and designed best-in-class demand management process built from ground up for $800M business with 5,000 different materials in 50 warehouses.
• Overcame many years of organizational inertia to create managing process and team that drove linkage to strategy and clear accountabilities between Sales, Marketing, and Business and communication and alignment with R&D, Supply, and Finance.
• Established annual planning process, metrics, tools, and training for forecast accuracy and bias and integration into Salesforce.com for opportunities.
• Implemented contingency planning and built and ran multi-functional demand teams for key strategic businesses.
• Created robust financial planning process and linked sales compensation to forecast improvements and profitability.
• Led demand segmentation and statistical forecasting program, streamlined demand planning, and removed complexity.

Business process leader for integrated business management (sales and operations planning), leading to more successful implementations than any other DuPont leader ($3B in business revenue).
Consulted and successfully led six businesses to successful certification as DIBM 5-Step capable.
Led large cross-functional teams within each business to improve integration of managing processes that supported business strategy, established priorities, and improved visibility of decisions.
Established numerous best practices for metrics, process design, strategy integration, auditing, and demand management used across DuPont.

Led series of complicated Six Sigma projects for DuPont to establish enhancements adhesives supply chain, including strategy creation and managing team through blueprinting, developing, and implementing policies, distributor management, process efficiency, compliance (manufacturing), warehousing and logistical costs (supply chain), performance measurement, and control process. Completed and closed four projects in 2006, mentored three Green Belts to certification, and closed additional three projects in 2007 while also consulting on SC best practices. Created corporate best practice on distributor management and validated profit improvements from projects of over $2M / year.

Led two SAP teams that established and configured new plants that started up without issue. Managed gum strategy team that avoided plant expansions through balancing loadings by adjusting product line for three major plants. Led supply chain improvements and developed project plan for Viton business through creation of roadmap to supply chain excellence. Received 2002 DuPont Dow Excellence Award in Teamwork.