Experience.

Led HQ Supply Chain FP&A for Inventory ($4B), Accounts Payable ($2B), And CapEx ($120M), shifting finance from passive reporting to driver-based insight and decision support.

• Created an inventory and A/P flow model connecting production, sales, purchases, and payments to challenge and improve regional forecasts and bring clarity to performance;
• improved forecast accuracy by 2-3 pts ($120M Inv | $60M A/P).
• Matured Capex pillar by improving data quality, enhancing reporting & visibility, surfacing actionable insights for leadership discussions, shaping rhythms to reinforce accountability, and advising on org structure.
• Forecast accuracy from 60% - 80%. Spearheaded scenario planning and working sessions around tariff response.
• Reduced Capex by $25M and drove the development of executive-aligned actions plans to resolve $100M in A/P pressure.
• Identified detailed drivers of a $750M disconnect in a newly developed SKU-level inventory dataset.
• Resolved $400M, with the remaining being fixable through longer-term projects.
• Built & matured team through a period of complete turnover and while operating down one resource for 15 months.

Finance lead for feasibility-phase diligence for manufacturing footprint decisions, including closures and transformations.

• Constructed multi-scenario models for three evaluations;
• drove one closure ($60M production), one transformation ($25M production), and recommended a nine-figure cost-to-achieve closure (decision partially pending).
• Developed standard framework for evaluating manufacturing footprint changes, including the financial model, analytical approaches, data requirements, phase-specific assumption standards, and resource RACIs.
• Filled leadership void by bringing expectation clarity to project teams, driving cross-functional alignment, ensuring high-quality inputs, building project kick-off & tracking templates, and advising on messaging to senior leadership.

Built a new team from scratch to implement process automation, data visualizations, and analytics within FP&A Crafted vision, created operating framework, and hired / upskilled 5 resources (3 offshore).

• Automated manual reporting pipelines for IT OpEx, Brand Sales, European Point-Of-Sale, and HQ departmental dashboards, replacing stale spreadsheets with interactive Power BI visualizations.
• Led a process improvement that used Alteryx and VBA to reduce our QlikView support burden from 50 hours to 10 hours monthly.
• Applied Machine Learning to assign brand and product category to 78,000 SKUs (project unsuccessful but delivered key learning).
• Led a cross-functional project to integrate Asia data into the sales & margin reporting platform ($300M sales).
• Drove alignment between IT, business leadership, and Finance to complete a $60M IT investment budget.

Supported enterprise "Performance Resiliency" initiative to prioritize investments, validate business cases, and ensure value capture.

• Revitalized a stalled distribution center consolidation project by reengaging stakeholders, enforcing functional accountability, and driving the completion of the business case, yielding a "no go" recommendation.
• Reduced weekly reporting cycle time by 85% through RPA implementation, Excel automation (VBA) and process redesign.
• Served as Interim FP&A Director for a newly created business segment, working directly with the CFO to establish the operating rhythm and reporting packages for segment reviews.
• Performance prompted promotion to Director, Digital Finance.

Partnered with the COE to drive 3 pillars of our blueprint for double in size and led the FP&A integration for 2 acquisitions.

• Provided financial leadership for Digital Excellence, Commercial Excellence, eCommerce, & Breakthrough Innovation by advising on investments (ROI's, contracts, internal policies) and enhancing financial governance.
• Led FP&A integration for Irwin & Lenox acquisition and partnered with the Commercial integration leader to deliver revenue and cost synergies (25% top-line growth | 15% cost-out).
• Partnered with an internal startup team to develop & commercialize a new ESG-related product, managing initiative financials, securing internal funding for various project stages, and leading the BRD creation for the SAP setup.

Served as the business-unit lead for the Hyperion Planning & Reporting implementation across 25 countries & multiple ERP instances.

• Led a team of 6 and coordinated with 40 dedicated resources to drive 100+ deliverables, managing the transition to a modern system with improved performance, rolling forecast capabilities, and new dimensionality (brand, customer, product).
• Managed through resource constraints and data & system gaps, advocating for a strategic pause to ensure project success.
• Partnered with the Change Management team to ensure stakeholder engagement and organizational readiness.

Led the Regional HQ FP&A team to mature the FP&A function from passive reporting to active engagement in driving results across highly volatile markets (Russia & CIS, India, Turkey, Middle East, and Africa).

• Overhauled review cadences to increase focus, highlight performance earlier, and foster action-oriented discussions.
• Built and deployed a suite of decision-support frameworks, including SKU margin band/quadrant analysis, price / volume / inflation/mix/ FX decompositions, customer profitability, and white space analysis.
• Led scenario planning and action development efforts during extreme currency shocks, political instability, and social unrest.
• Successfully managed through 4 CFO changes during my tenure.