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Supply Chain Planning Process Transformation – A BP Fuels North America Case Study
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Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

  • Successful planning process transformation using Integrated Business Planning (IBP)
  • Scaling regional IBP processes into one process serving all North America
  • Tangible and intangible benefits of a successful IBP process
  • Key success factors for sustaining the process through change management, process development and continuous improvement

Cheryl McKinney
VP Strategy and Portfolio at BP Fuels North America
As a member of the leadership team of one of BP’s largest refining and marketing businesses, Cheryl McKinney is accountable for strategy, investment, and business development across North America. Her remit includes the BP refineries in Toledo, Ohio, Whiting, Indiana, and Bellingham, Washington, as well as the BP U.S. Pipelines business, and the BP North American Sales and Marketing businesses, which carry both the BP and Arco/ampm brands. Cheryl serves as President of the holding company for the BP-Husky joint venture at the Toledo Refinery and an Executive Committee Member for the Advance Biofuels Association. She serves as executive sponsor for BP’s corporate relationship with the Society of Women Engineers, and the BP Chicago Women’s business resource group.

Robert Hirschey
Principal at Oliver Wight Americas Inc.
Robert Hirschey has nearly 25 years of experience in a diverse background including strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business. Bob has held positions such as VP, Finance & Planning; VP, Finance and Administration; VP, Strategy; VP, Corporate Development; and CFO. Bob’s experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives. Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College.

Panel: Are We Embracing the 4th Industrial Revolution the Right Way?
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Panel: Are We Embracing the 4th Industrial Revolution the Right Way?

  • How should we as leaders within our organizations incorporate these new tools and technologies into the work our people do every day?
  • What does an analytics-driven decision-making process where Big Data is the visualizer and enabler of change really look like?
  • Setting realistic goals: What do we want to be able to do in terms of communication, collaboration, and visualization with these new tools?
  • Discussing how Digital Supply Chain insights can balance product availability while managing inventory levels and improving cost to serve
  • Is improvement across the board possible? Working towards continuous process excellence and driving reduced lead times to serve more customers in less time

Moderator:

Elliott Rodgers, the Senior Vice President, Logistics of Ulta Beauty, leads retail and ecommerce distribution and transportation for the United States’ largest beauty retailer. During his four years at Ulta, he has led the transformation of the supply chain in support of Ulta’s strategic imperatives. Prior to joining Ulta, Elliott held operational leadership roles spanning, retail, hospitality, and financial services at Target, Citibank, and the United States Army. As an Army Officer, Elliott served in various assignments including leading logistics support operations for humanitarian service missions. Elliott holds a B.S. in Political Science from the United States Military Academy at West Point, and an MBA from the Harvard Business School. He is a recipient of the Corporate Values Award from Target Corporation and the Honorable Order of Saint Martin for distinguished military leadership in logistics.

Panelists:

Linsey Vasilenko, Logistics Director, North America, Global Supply Chain for Schneider Electric, is responsible for transportation in North America for Schneider Electric. She is currently leading the group to a world class organization through strategic carrier alliances, collaboration across the supply chain and high performance culture. Previously Linsey led the Global Costing Organization at Schneider Electric transforming the negotiation approach. Linsey has worked across Supply Chain Management at Raytheon Space & Airborne Company and IBM. Linsey is a Michigan State Alumni in Supply Chain Management and earned her MBA at Thunderbird School of Global Management. In her free time, she enjoys quality time with family and friends.

Lisa Cotter, Sr. Director, Reverse Logistics of Best Buy, has over 20 years of experience leading all areas of Supply Chain.  Her current position is Sr. Director of Reverse Logistics where she is the lead for two complex cross functional end to end Lean projects as well as leads Reverse Logistic at 3rd Parties, Reverse Sales and Operational Planning, End of Life Inventory Management, After Sales Vendor Programs, and Development of New System and Process Capabilities.  Prior to this role, she had leadership roles in Distribution Management, Inventory Management, Process and System Design, Supply Chain Network Design, and Facility Design at Best Buy, Musicland, and Hewlett Packard.  She holds a Bachelor of Science in Industrial Engineering from Iowa State University and a Master of Science from Stanford University in Industrial Engineering.

Mark Pizov, Director, Global Sales & Operations Planning of US Steel Corporation, is responsible for demand plan consolidation as part of S&OP process for US Steel’s North America Flat Rolled products business unit (NAFR). Responsible for infrastructure support of NAFR S&OP team (tools and processes).  US Steel global inventory program owner.

Reducing Supply Chain Risk Susceptibility
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Reducing Supply Chain Risk Susceptibility

Refusing to deal with risk, which is an integral part of supply chain competence, is impermissible.

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Antonio Galvao is a supply chain executive with over 26 years of experience encompassing planning, logistics, sourcing, engineering, manufacturing, product portfolio management, marketing operations and a proven track record of managerial success in generating multimillion dollar cost savings and double-digit percentage improvements in both customer service levels and productivity. He has lived and worked in Brazil, England, United States, Switzerland and Netherlands leading local, regional and global teams. He has served on the APICS Board since 2016. His specialties include change leadership, restructuring, turnarounds, win-win negotiations, conflict management, mergers and acquisitions, strategic sourcing, logistics, planning and channel management. He has experience working in the Oil and Gas, chemicals, industrial, food service, lodging, health care, retail, building service contracts and facilities management sectors.

Russell W. Goodman has worked in newspapers, newsletters and magazines, with a focus on logistics, business and trade, for nearly 30 years. He also has specialized in editing and writing for publications in world affairs, politics and legal matters. Prior to joining Global Logistics & Supply Chain Strategies, Goodman directed editorial coverage for two leading international commerce magazines. Goodman was managing editor of the Journal of Defense & Diplomacy, a bimonthly edited in Washington that reported on and interpreted the interplay between security and political issues. From Washington, Goodman, as editor-in-chief of Middle East Insight magazine, directed coverage of business and political affairs in that critical part of the world. He also developed and edited Eastern Europe Law Week, a newsletter that covered legal reform in post-Soviet Europe.

The Process Improvement Conundrum: Standardizing Before Outsourcing, or Outsourcing Before Standardizing?
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The Process Improvement Conundrum: Standardizing Before Outsourcing, or Outsourcing Before Standardizing?

  • Driving regional requirements within a broader global supply chain ecosystem
  • Tangible benefits of process automation and robotics
  • Debating the pros and cons of insourcing and outsourcing
  • Process automation as a bridge to future state design and ultimately, Supply Chain as a Service

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Mark Bakker is Head of Supply Chain Operations – Americas at HP Inc., managing Supply Chain execution for the Americas Region. He is responsible for enabling achievement of the financial goals established by the company for Printing, Graphics and Personal Systems product categories. Mark leads and oversees the end-to-end operational experience of customer and channel orders for both Commercial and Retail routes to market. This includes order management, demand and channel planning operations, physical claims, regional logistics sourcing strategies and cost & delivery optimization for business operations and logistics in the AMS region. Mark reports to the Chief Supply Chain Officer and dotted lines to the Americas President.

In his previous role, Mark was the Vice President of the Asia Pacific Supply Chain Operations at Hewlett Packard, managing Supply Chain execution for the Imaging and Printing Group (IPG) in the APJ region. Mark has been with HP since 1994 and prior to joining the IPG EMEA Supply Chain Operations organization in 2005 he worked in a variety of Customer Service and Support positions for Network Servers, PC Products and Imaging and Printing Products.

Russell W. Goodman has worked in newspapers, newsletters and magazines, with a focus on logistics, business and trade, for nearly 30 years. He also has specialized in editing and writing for publications in world affairs, politics and legal matters. Prior to joining Global Logistics & Supply Chain Strategies, Goodman directed editorial coverage for two leading international commerce magazines. Goodman was managing editor of the Journal of Defense & Diplomacy, a bimonthly edited in Washington that reported on and interpreted the interplay between security and political issues. From Washington, Goodman, as editor-in-chief of Middle East Insight magazine, directed coverage of business and political affairs in that critical part of the world. He also developed and edited Eastern Europe Law Week, a newsletter that covered legal reform in post-Soviet Europe.

Ten Strategies for Successful Organizations
SUPPLY CHAIN

Ten Strategies for Successful Organizations

So-called “active” listening means seeking to understand, and it’s crucial for leaders to realize that.

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Mark Heinrich is the President & Chief Operating Officer of PetroGo. Prior to this position he was a General Manager at Microsoft, where he led their supply chain and Logistics effort to build Microsoft’s Intelligent Cloud. Prior to joining Microsoft, Mark was the CEO of AAMSI, an aerospace manufacturing & repair firm located in Fort Lauderdale, Florida (www.aamsi.com). Additionally, he was a Managing Director with Alvarez & Marsal (www.alvarezandmarsal.com), a global performance improvement and turnaround firm with annual revenue of over $1 Billion. At ‘A&M’, he led the public sector business unit, supervising 40 consultants with a book of business of over $50 Million annually.

Mark Heinrich retired from the Navy in November 2013 after a naval career that spanned more than 30 years of leadership experience in operations, finance, logistics, and supply chain management. In his final assignment in the Navy, he served as the Commander (CEO equivalent) of the Naval Supply Systems Command (NAVSUP) and the 46th Chief of Supply Corps, where he led the Navy’s global supply chain practice.

In addition to his assignment as Commander of NAVSUP and the 46th Chief of Supply Corps, Heinrich commanded the Defense Logistics Agency’s aviation center of excellence in Richmond, Virginia, and subsequently served as the Chief Operating Officer (J-3) of the Defense Logistics Agency in Fort Belvoir, Virginia. In 2008, Heinrich deployed to the Middle East as the Director of United States Central Command’s Deployment and Distribution Operations Center in Kuwait, where he applied deployment and distribution expertise to plan and execute joint & combined force military operations.

Mark Heinrich’s professional career has culminated with a focus on creating world class supply chain, manufacturing, and operational excellence. He understands the importance of a mission, a vision, and a set of guiding principles that enable people to be successful. His strengths are in strategic sourcing, supplier management, integrated logistics, controlling costs, leading large scale operational projects, managing large operating budgets, and getting the best out of people. He leads the Microsoft engagement with Dell, HPE, Quanta, Wiwynn, Foxconn, ZT, & Lenovo

A graduate of the U.S. Naval Academy in Annapolis with a bachelor’s degree in engineering, Heinrich also holds a MBA from the University of Kansas, as well as a Master of Science in Petroleum Management from KU. In 2012, he was inducted into the University of Kansas School of Chemical and Petroleum Engineering Hall of Fame. He also attended the Kellogg Graduate School of Management’s Advanced Executive program.

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Creating and Maintaining a Globally Connected Supply Chain to Support Retail Operations
SUPPLY CHAIN

Creating and Maintaining a Globally Connected Supply Chain to Support Retail Operations

  • Discussing how e-commerce and brick-and-mortar retail are evolving a new commercial ecosystem. How does this change the way supply chain executives do business?
  • Maintaining an agile and flexible global supply chain focusing on customer satisfaction
  • Improving visibility and oversight throughout the organization to monitor a wide range of performance metrics
  • How do people fit into the big picture of transnational supply chains?
  • What should supply chain executives in the retail space be doing today to get ready for the next ten years?

As the former GM & SVP for Direct-to-Consumer at Adidas Group North America, Nic Vu is a veteran in the retail industry. Nic has been with the brand over nine years, and he has held roles of increasing responsibility during his tenure. Highly knowledgeable about the Retail and eCommerce industries, he is best known for turning around Adidas’ American brick-and-mortar business, which was not profitable in 2009. Today it is one of the most profitable channels in North America.

 

SUPPLY CHAIN

Managing Risk and Supply Chain Disruption

– The Microsoft Cloud is a rapidly expanding and delivering broad services globally with extensive investment in networking and data center infrastructure
– Building and managing this infrastructure is a massive challenge, fraught with volatility and risks in facilities, networking and the supply chain
– Planning, foresight, and responsiveness are critical to managing risk and guarding against disruptions

Based in Redmond, WA, Chuck Graham, General Manager, Cloud Sourcing & Supply Chain at Microsoft Corporation, is responsible for sourcing and supply chain of all IT hardware and services needed to position Microsoft as a world class cloud services provider. Specific responsibilities include sourcing, supply planning, product operations inclusive of manufacturing and supplier quality, sustainability, and supply chain operations in addition to supply chain design.

Prior to joining Microsoft, Chuck spent 16 years at Dell Inc in various operations and sourcing roles. He most recently led client products supply planning supporting multiple supply chains across the commercial and consumer businesses. Other roles included sourcing leadership across various commodities and materials management. In addition, he was on assignment in Shanghai for five years building a sourcing and supply management organization.

Before joining Dell in 2000, Chuck held several positions within Johnson & Johnson’s McNeil Consumer Healthcare subsidiary in pharmaceutical operations and planning.

Next Generation Cognitive Enterprise: Supply Chain and Operations Reinvented in the Cognitive Era
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Next Generation Cognitive Enterprise: Supply Chain and Operations Reinvented in the Cognitive Era

  • What is a Cognitive Enterprise, and how can AI solutions change the way businesses function?
  • Discussing cognitive analytics and IBM’s implementation of a Cognitive Enterprise Data Lake
  • Mapping out the journey of a Cognitive Enterprise: What are the new supply chain capabilities and the business value being driven?
  • Showcasing IBM’s experience and other case studies where this transformation is already making a big impact

 

During the 2017 edition of the North American Supply Chain Executive Summit, Executive Platforms was proud to partner with SupplyChainBrain to conduct a number of onsite interviews between our speaker faculty and SupplyChainBrain’s Editor-in-Chief Russell Goodman.

Joseph Selle is a senior executive with 20+ years experience post-MBA in management and technology consulting as well as General Management. Deep experience in advanced analytics (descriptive, predictive, prescriptive) & cognitive (artificial intelligence) initiatives to resolve operational business challenges. Deep experience in supply chain visibility and optimization through hands-on strategy development, solution design and implementation management. Entrepreneurial experience in creating value at rapidly growing businesses, acting as CEO, COO and founding VP at three different firms. Successfully turned around an ailing manufacturing business and subsequently sold the enterprise.

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Leading Successful Supply Chain Transformation
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Leading Successful Supply Chain Transformation

Supply chain leaders are under relentless pressure to improve operational efficiencies, serve customers better, and win the digitization war. In short, they are being asked to create the future supply chain today! You will learn how to drive your vision to an organization-wide shared vision. Achieving shared vision will dramatically:

  • Improve clarity and commitment
  • Drive employee engagement higher
  • Rapidly upskill supply chain professionals with new “hot skills”
  • Lead to successful large-scale change execution and performance improvement

Alan Todd, CEO of CorpU, works with Fortune 500 companies to digitize their strategy and collaboration practices. He’s an expert in strategy activation, change management, supply chain excellence, and company-wide collaboration, and has earned accolades from top executives at Walmart, General Mills, Dow, Boeing, and more.

 

New Opportunities to Recover Supply Chain Funds Through Recent Changes to the Duty Drawback Law
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New Opportunities to Recover Supply Chain Funds Through Recent Changes to the Duty Drawback Law

Charter Brokerage is a leading global trade services customs broker company providing complete customs, import, export, drawback and related services.

Charter is the premier duty drawback services company in the United States, with more claims filed than any other drawback professional. No firm or licensed customs broker matches our experience with the complex rules that govern the payment of duty drawback. Our drawback specialists recover more duties, taxes and fees for our clients than any other firm. Charter Brokerage works with legislature to shape the laws of duty drawback; we make sure our clients receive the complete tax recovery they legally deserve.

Michael Ong is a vice president at Charter Brokerage. He graduated Magna Cum Laude from the University of California, Los Angeles with a B.A. in Business Economics and a Minor in Accounting. Mr. Ong also received his Masters of Business Administration from the University of Chicago’s Booth School of Business.

At Charter Brokerage Mr. Ong is responsible for sourcing and executing acquisitions as well as leading Charter’s drawback sales team outside of the firm’s core energy and chemical sectors.

Prior to joining Charter Brokerage in 2012, Mr. Ong was a Director in Credit Suisse’s Investment Banking group covering companies in the logistics, defense and industrial sectors. Mr. Ong has 11 years of investment banking experience advising domestic and foreign companies as well as private equity firms on acquisitions and debt and equity financings in the US capital markets. Mr. Ong has executed more than 30 transactions with a combined value of over $8 billion.

Is Your Supply Chain Ready to Take Full Advantage of Pending Tax, Regulatory and Trade Policy Changes?
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Is Your Supply Chain Ready to Take Full Advantage of Pending Tax, Regulatory and Trade Policy Changes?

US Manufacturers are optimistic about the financial impact of potential policy and regulatory changes as revealed by a Supply Chain Readiness Study that TBM recently completed with Aberdeen Group. Learn about the findings of a newly released research study of 125 supply chain and operations professionals:

  • Learn about the potential impact of global government policy changes on manufacturers
  • Biggest concerns and biggest gaps between what’s important and key capabilities
  • Recommendations for navigating the unknowns and being ready for changes

TBM specializes in operations and supply chain consulting for manufacturers and distributors. We push the pedal down in your operations to make you more agile and help you accelerate business performance 3-5x faster than your peers. We drive supply chain improvements that help to achieve the lowest possible cost-to-serve by enhancing the balance between service levels, working capital and cost and we use technology to drive better, faster decision making—dramatically improving cash flow and profits. We optimize key areas of your supply chain to address crucial business needs including: inventory optimization, integrated business planning and scheduling (S&OP), supplier management, network / warehouse operations and supply chain talent development.

An experienced business professional and consultant facilitating lean transformations, Brian Cromer brings comprehensive knowledge of general management, lean business systems, and cost accounting. As business unit manager at Jacobs Chuck Manufacturing, a division of Danaher Corporation, Brian oversaw all management operations with respect to quality, delivery, productivity, safety, profit and loss, and training of personnel. His strong combination of business management and accounting knowledge help clients to align operational performance with key financial metrics. As a senior accountant and cost analyst at Jacobs Chuck, Brian developed procedures for stabilizing inventory, reducing shrinkage, and reducing costs. He is well versed in financial statements, has managed a P&L, identified benefits of capital investment, and supervised AP/AR and Payroll.

How is Supply Chain Collaboration and Planning Changing?
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How is Supply Chain Collaboration and Planning Changing?

Intrigo Systems, Inc. is a premier SAP partner and a leading provider of Advisory, Implementation, and Managed Services. Intrigo has partnered and co-innovated with SAP in the design of the SAP Advanced Planning and Optimization component, SAP Integrated Business Planning, and the SAP Ariba® Supply Chain Collaboration for Buyers solution. Intrigo has a hands-on leadership team who collectively have over 120 successful SAP software implementations to their credit. These include: SAP Integrated Business Planning, SAP Advanced Planning and Optimization, SAP Ariba Supply Chain Collaboration for Buyers, SAP ERP (including SAP S/4HANA® and SAP Hybris® solutions) and analytics for industries as varied as High-tech, Fashion, Consumer Products, Manufacturing, Chemicals, Pharma, and Automotive. Our clients include Broadcom, NVIDIA, Dolby, Nike, Clorox, Albemarle, and ASR among others.

As the heartbeat of Intrigo, Padman Ramankutty is a seasoned leader in the ERP and SCM domains with over 20 years of experience. A strategist by nature, he brings forth extensive expertise in deploying new-gen technologies, and serves as a trusted advisor to numerous clients in the SAP space.

Padman has written many thought leadership articles and led the transformation of local supply chains to global businesses. Prior to Intrigo, he was the co-founder and CEO of Bristlecone, an IT services company. Padman is also a valued solution architect for SAP products and has designed a ‘capable-to-match’ engine of SAP APO for TI, Motorola and Intel.

 

Collaborating to Bring Transparency to Supply Chains Through the Cloud
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Collaborating to Bring Transparency to Supply Chains Through the Cloud

ICIX helps the retail and consumer goods industries’ leading companies collaborate across trading partner networks to achieve Active Transparency.

ICIX solutions enable companies to safeguard consumers, protect their brand, and build trust – all while improving margins. Its applications and the ICIX retail cloud network are built on the Salesforce Customer Success Platform, and bring unparalleled visibility and efficiency to the extended supply chain for product safety, compliance and corporate social responsibility. Over 20,000 businesses are active members of the ICIX network, including leading retailers, manufacturers, their trading partners and over 50 testing, inspection and certification companies.

Matt Smith is the Founder of ICIX, where he is responsible for determining the company’s vision and cultivating strategic relationships. A recognized authority in supply chain risk management and product safety, he works with governments and advocacy groups to determine and champion industry-wide supply chain solutions.

His expertise includes food and product safety, supply chain compliance, corporate social responsibility, government regulation, testing, inspection, and certification inquiries. Matt is passionate about food and product safety, helping companies address global supply chain challenges and protecting brand integrity. In pursuit of his passions, he has built strong relationships with a variety of industry, government and advocacy groups.

Prior to founding ICIX, Matt led sales and services for Megabus, a leading Australian accounting solutions company. He is also an accomplished sailor, and served as one of the world’s youngest professional mega yacht captains.

 

Improving End-to-End Efficiency with Visibility While Goods are in Transit
SUPPLY CHAIN

Improving End-to-End Efficiency with Visibility While Goods are in Transit

Savi Technology uses live streaming facts and analytics about the location, condition, and security of in-transit goods to equip shippers, carriers, 3PLs, and governments with actionable insights to optimize supply chains, reducing costs and inventory. Savi supports complex supply chain networks for large CPG, Pharma, the DoD and over a dozen government agencies around the globe.

Vicki Warker is the Chief Marketing Officer of Savi Technology where she designs and implements marketing strategies and programs that drive revenue growth for the company’s live streaming, in-transit visibility solutions while positioning the company for expansion into the Industrial Internet of Things (IoT) market.

Vicki has more than 20 years of high-tech marketing experience working with leading satellite and telecommunications companies. Prior to joining Savi she worked for O3b Networks where she was VP of Marketing and played a key role in helping the company become the fastest growing satellite operator in history prior to the company’s sale to SES. Warker also held senior executive positions overseeing product management and development, offer development, customer experience and marketing for both satellite operator Intelsat and Sprint.

SUPPLY CHAIN

Supply Chain Planning Process Transformation – A BP Fuels North America Case Study

  • Successful planning process transformation using Integrated Business Planning (IBP)
  • Scaling regional IBP processes into one process serving all North America
  • Tangible and intangible benefits of a successful IBP process
  • Key success factors for sustaining the process through change management, process development and continuous improvement

Cheryl McKinney
VP Strategy and Portfolio at BP Fuels North America

As a member of the leadership team of one of BP’s largest refining and marketing businesses, Cheryl McKinney is accountable for strategy, investment, and business development across North America. Her remit includes the BP refineries in Toledo, Ohio, Whiting, Indiana, and Bellingham, Washington, as well as the BP U.S. Pipelines business, and the BP North American Sales and Marketing businesses, which carry both the BP and Arco/ampm brands. Cheryl serves as President of the holding company for the BP-Husky joint venture at the Toledo Refinery and an Executive Committee Member for the Advance Biofuels Association. She serves as executive sponsor for BP’s corporate relationship with the Society of Women Engineers, and the BP Chicago Women’s business resource group.

Robert Hirschey
Principal at Oliver Wight Americas Inc.

Robert Hirschey has nearly 25 years of experience in a diverse background including strategy development, execution, and measurement; business planning and analysis; capital investment analysis; mergers and acquisitions, and various corporate development activities. Bob’s experience extends to the private label consumer products industry, where he helped start up a new division for a company in the disposable personal care products business. Bob has held positions such as VP, Finance & Planning; VP, Finance and Administration; VP, Strategy; VP, Corporate Development; and CFO. Bob’s experience from executive suite to plant management makes him uniquely qualified to lead organizations through their business process transformation initiatives. Bob earned his bachelor’s degree in economics from Harvard University and an MBA in general management from the Amos Tuck School of Business Administration at Dartmouth College.