•Member of the executive leadership team of PE firm with $200M in AUM; responsible for analyses of potential investment opportunities, including financial and operational due diligence, market research, and competitive analysis.
•Collaborate with the investment team to develop investment theses, identify potential investment opportunities, and manage the deal pipeline.
•Partnerwith portfolio companies' leadership teams, ranging from pre-revenue to $100M+, to develop strategic plans, identify growth opportunities and areas for operational improvement, sales development, fundraising and potential exit opportunities.

•Appointed lead team member to integrate acquired technical development team and robotics project into The Coca-Cola System.
•Quickly learned the business structure, project plan and technical details around acquired robotics business and work to align them with cross functional teams and needs across The Coca-Cola Company.
•Improved internal communications and processes between satellite office and international office – cleaning up legal issues, HR issues, and Finance and People Management due to issues driven from acquisition during COVID.
•Influenced development of Costa US Vision, Mission and Values to drive a more cohesive team and brand for growth within the US.
•Built commercialization strategy for new packaged coffee structure within The Coca-Cola Company. Developing product, packaging, customer pricing, distribution and profit plans across complex and fluctuating strategic plans.

•Team Leader responsible for the management of sales and brand strategy within the premier natural grocery chain, Whole Foods Market, and digital sales integration of Coca-Cola's Minute Maid Business Unit into Amazon and other digital intermediaries.
•Increased business at WFM by +45% and rebuilt relationship with executive and senior management at retailer – making The Coca-Cola Company the largest branded beverage supplier for the retailer.

•Managed accounts for sales of a family of brands within the Smucker's organization. Brought analytical data-selling tools and abilities to the team – increasing overall knowledge base and training team in category management.
•Developed sales and promotional analytic reports and broker management development tools to assist in the planning and tracking of promotions, pricing and forecasting, and sales lift at multiple levels within retailers and to foster and maintain monthly communication addressing revenue goals, sales initiatives, and outlined pain points with brokers and executives.
•Guided team in multi-outlet market reviews of categories and products through syndicated data analysis, in-person audits, advertisement reviews and loyalty programs to outline and determine consumer awareness, sales trends, category gaps and swings to aide in the creation of new brand extensions, guide sales decisions to retailers and understand consumer traffic buying patterns across channels.

•Recruited and led a team of category managers through the development of new category management methodologies for assessing performance of categories in package store portfolios and in the BevAl industry.
•Built tools and guidelines to determine the economic value of categories to the distributor business model and developed business intelligence tools to engage strategic retailer(s) in those guidelines. Developed sales and promotional analytic reports and development tools to assist in the planning and tracking of promotions, pricing and forecasting, and sales lift at multiple levels within retailers.
•Guided and directed key execution strategies on sales initiatives, promotional activity, shelf presentation, store merchandising, marketing initiatives, replenishment activities and compliance measurement activities; to drive retailers' objectives based on account and Glazer's joint strategies that complied with complex alcohol beverage commission laws.
•Developed micro and macro s

•Managed a network of co-packers that produce Stubb's labeled products for production efficiency, quality maintenance, cost, customer service and supply chain efficiency. Reduced COGS from 60.2% when I started in 2009 to 47.2% in 2011.

CUSTOM ER AN
● QUALITY I NCI DENTS MANAGER Whole Foods Market / March 2006 – Jan 2009
•Managed product development lifecycle to complete new product development from concept to shelf for all new product concepts and reformulations for Whole Foods Market Private Label. Aided vendors, regions, and regulatory officials in withdrawal and recall crisis situations.