Director - Master Data Management

• Oct 2015 - Present

Leading development, implementation, and ongoing management of data strategy, policies, standards, and quality programs governing enterprise data management for Breakthru Beverage Group (Charmer Sun-Belt & Wirtz Beverage Merger in Jan. 2016). In this role, my team of 15 will leverage SAP Information Steward, WinShuttle Studio & Foundation, and Data Services to profile, analyze, and normalize master data. Other areas of responsibility include: - Data Ownership - Business Glossaries - Data Quality Monitoring - Data Quality Issue Management - Data Project Controls - Project Management - Business Process Design - Scorecard design & development (BOBJ/WEBi/Power Bi) - SharePoint development Show less

Director - Global Operations/Risk PMO

• Jan 2015 - Sep 2015

In April 2015, GE Real Estate was acquired by Wells Fargo & Blackstone. - Facilitate and lead cross functional global teams to deliver high impact process improvement, technology and simplification efforts supporting key "Getting to Strong" initiatives - Partner with Stakeholders to identify, evaluate and deliver projects to support Business Goals & Objectives - Provide project management including business case development, project scoping, requirements gathering, planning, testing, implementation and project closeout. - Act as a change agent to systematically drive and implement continuous improvement to support growth, enhanced controllership and productivity. - Liaise between the functions and IT to implement technology solutions to streamline business processes and support growth. - Collaborate with other Global Operations leaders to deliver a coordinated program of projects to support business strategy Show less

Director - Import/Export Tax & Trade Compliance (leadership appointed project role)

• Jul 2014 - Jan 2015

Increase the level of Customs and Excise (both state and federal) compliance by leading a team of cross functional subject matter experts through the end-to-end import & export processes for bulk liquid, raw materials, finished cased goods, and empty kegs & barrels (Import exposure ~1bn per year/USD. Export ~100MM per year/USD).Key areas include: ISF Filings, Customs & FDA Compliance, Excise & Duty Tax Processing, Transfer Pricing, Destructions & Duty Drawback, Denied Party Screening, Free Trade Agreements and Country of Origin, Surety Bonds, Export Filings and Document Retention. The ultimate goal is to: develop a governance framework that identifies clear roles & responsibilities, minimizes risk, and implement the necessary processes and tools to sustain the amount of expected growth in the import & export business. - Conduct interviews and cross functional workshops with key stakeholders across compliance, tax, finance, innovation, legal, operations, procurement, manufacturing (3PM), and logistics (3PL)- Map existing processes, identify areas of risk, and develop ideas for improvements- Develop future state processes, key controls, KPI’s and metrics- Lead and facilitate weekly status meetings with core team of SME’s- Lead and facilitate monthly steering committee meetings with senior leadership Show less

Director - Operational Excellence (North America)/LEAN/SS

• Dec 2011 - Jul 2014

Manage the process improvement agenda for all North American lines of business (Wine, Beer, Spirits, and Canada). Actively engage with senior stakeholders and sponsors to embed process improvement into the various divisions and markets. Partner with Business Relationship Managers in IS to develop the strategy and project pipeline for process improvement. Contribute to the overall performance promise by facilitating workshops that assess process gaps and drive efficiencies in the business. Workshops include, but not limited to, S&OP, Innovations, Finance, Marketing, Supply:• Innovation: Led to $1.3MM in efficiency and incremental revenue. Reduced lead time and process time by 57% and increased first time yield by 98%.• Budget Management: Generated $47K in efficiency gains and $2.8MM in incremental revenue by streamlining the process, creating clear roles & responsibilities, and developing an automated finance tool to track dollars.• Inventory Management: Identified $750K in operational cost reduction by moving tasks from North America to Shared Service Center. Reduced team headcount from 10 FTE’s to 4 FTE’s. • Sales & Operations Planning: Identified $3.8MM in benefit by reducing wine write-offs, minimizing the amount of un-planned re-tooling of machinery in the production plant, and increasing the OTIF% and Forecast Accuracy%.• Wine Innovation: Identified $5.0MM in benefit by reducing cycle time to market, re-aligning state gate process to meet business demand, and developing and deploying new RASCI model to expedite key decisions. Show less

Data Migration & Managed Go-Live Lead

• May 2011 - Dec 2011

Manage process to convert $375,000,000.00 of Trade Investment and A&P spend from legacy application to SAP. Partner with Sales, Marketing, and Finance to ensure data is correctly synchronized, populated, and aligned with current business process. Perform divisional review with nine transformational directors to ensure all catch up activities in SAP have been successfully processed and divisions are live with SAP. Escalate issues to warranty, business process, communications, and training teams as necessary. • Coordinate data cleansing effort across nine divisions and 90 users for all Trade Investment and A&P spend• Schedule weekly status meetings and provide update to leadership team on risks and opportunities• Review functional designs to ensure data migration is aligned with automated load program functionality• Ensure interim procedures and cut-over activities have been performed by business leads• Lead data governance team to ensure data synchronization between legacy application and SAP Provide divisional reporting to sales, marketing, and finance leadership teams Show less

Sr. Project Manager - Logistics, Innovation & Transformation

• Sep 2010 - May 2011

Leverage supply chain management knowledge to develop and implement warehouse optimization strategies across the PepsiCo bottling network. Provide leadership and direction on Direct Store Delivery (DSD) transformation. Employs strategic thinking, innovation and project management skills to design and lead technical and operational opportunities. Represents head quarters to cross functional teams and external vendors (Red Prairie, Westfalia, Kuka, and Cors). Facilitates cross functional meetings, testing, deployment, and training with sales, finance, warehouse operations, IT, global procurement, legal, and back-office operations.• Lead development of innovation and technology to improve service, productivity, and cost• Coordinate all aspects of IT and innovation related projects (requirements, schedule, testing, deployment, training, cost)• Design and install standardized, replicable, and scalable business processes that ensure accountability, flexibility and ROI• Lead development of go to market and IT strategies, operational standards and best practices• Develop and Implement Warehouse Optimization & Improvement Programs• Manage vendors that support the implementation of a $15,000,000 warehouse management and automation system Show less

Sr. Project & Operations Manager

• Apr 2008 - Aug 2010

• Partner with Enterprise Application Management (EAM), Center of Excellence (COE), and Business to seamlessly deliver SAP CRM 1.5MM Technical Upgrade.• Lead the overall Communication; Readiness & Training, and Process Controls & Security (SOX) plan to ensure successful and timely delivery.• Perform ticket review, prioritization, and testing and ensure business alignment and proper delivery into production system.• Provide daily support of 100+ CRM/ECC/BW users to identify system and business process gaps enabling a more robust, sustainable solution.o Identified 600K savings opportunity on incremental parts submission and $100,000 per period on unallocated expenses.o Identified 1.2MM savings opportunity on equipment warranty and returns.o Automated manual processes associated with the pending approval queue to streamline error processing and reduce the need for temporary employees. o Leveraged system functionality to automate the manual goods receipt process, expedite supplier payments from 60 days to 30 days, and reduce operational expenses by $1MM per year.o Managed 625K reporting gap from assessment to business alignment to delivery.o Enabled asset level tracking which resulted in the ability to invoice customers $14MM for service related work. Show less

SAP - Project & Operations Manager

• Jul 2005 - Apr 2008

Managed all equipment aspects of $60,000,000 implementation, including entire project lifecycle from business case development to project delivery and stabilization. Led and facilitated cross-functional teams through defined improvement methodology. Delivered cross-team communication, weekly status to executive steering committee, risk mitigation, and change management to keep all project stakeholders informed of current progress and opportunities. Provided project management leadership and direction to support changing priorities and ad hoc requirements while ensuring adherence to project scope and budget. • Worked with sales and finance teams to design a sales tool to track and report on the top 150 business opportunities.• Designed an equipment ordering solution to enable the procurement of $45,000,000 of fountain assets per year.• Designed an asset tracking system to monitor the location, financial exposure, and status of over 200,000 assets. This reduced the amount of equipment returns and lowered operational expenses by $120,000 per year.• Provided hands-on training, training materials, and support to over 150 users in New York and Texas.• Enhanced system capability and improved business process to enable $5,000,000 in customer invoicing.• Provided subject matter expertise on the design of the master data solution (customer, material, contracts, and pricing). Show less

FSD Operations Manager (Supply & Logistics)

• Dec 2002 - Jul 2005

Pepsi-Cola Equipment Portfolio • Managed the planning, purchasing, and tracking of over 200,000 Pepsi-Cola Fountain assets across 120,000+ customer locations. Assets valued at over 330MM.• Managed the daily operations of 12 full-time employees within the fountain beverage equipment division, providing career coaching, training, performance reviews and professional objectives.• Provided equipment and adhoc reporting support to PCNA Foodservice Operations Managers, National Account Sales Managers, and Third Party Suppliers and Installers.• Followed-up and proactively managed PCNA equipment inventory by requesting RGA’s (returned goods authorization), and actively redeploying new or used bottler equipment to ensure efficient utilization of assets.• Managed receivables, equipment write-offs, cash application, invoicing, and fair market value payments.• Acted as liaison between Global Procurement and PCNA to ensure data accuracy and pricing consistency across multiple suppliers and External Service Providers. Ensured compliance to the corporate purchasing agreement.• Coordinated across 104 Pepsi-Cola bottling facilities to reconcile equipment inventories, payments, and reporting.• Fostered relationships and communication in a challenging and competitive environment. Show less

New Business Coordinator

• Oct 2001 - Dec 2002

Citicorp, Specialized Direct Finance Harrison, NY New Business Coordinator • Coordinated new bookings and fundings for large ticket leases • Prepared lease documents and review for completeness and accuracy • Assisted sales reps with deal pricing, tax issues, and credit applications Citicorp, Specialized Direct Finance Harrison, NY New Business Coordinator • Coordinated new bookings and fundings for large ticket leases • Prepared lease documents and review for completeness and accuracy • Assisted sales reps with deal pricing, tax issues, and credit applications

Process Lead

• Sep 1999 - Oct 2001

Bank of America, Corporate Finance Group Wilton, CT Process Lead: (ACBS Implementation) • Managed six employees during system testing while continuing to run parallel with legacy systems • Gathered business and system requirements from Sales, Finance, IT, and external business partners • Acted as liaison between consulting partner and senior management Senior Business Analyst • Coordinated funding of all new loans/syndication’s originating in the Corporate Finance Group • Assisted with monthly/quarterly review and reporting procedures • Monitored and recorded all compliance items Show less

Portfolio Analyst

• 1997 - 1999