Akanksha PM Jouret

Key Responsibilities - Lead end to end cross-functional commercialization activities to successfully deliver new product launches (IP & licensed properties) - Support the implementation and development of Mattel S&OP Strategy, specifically, Demand Review. - Develop and mature the required KPIs/metrics to facilitate Demand Review monthly meeting. - Analyze business metrics to help drive business planning alignment around demand alignment, integrity, and volatility. - Leading in S&OP- Demand Review sessions with regions, to implement agreements from and to the Executive Demand Review. - Lead and/or support strategic project initiatives related to Demand Planning process improvements within the S&OP function. - Develop and execute organizational change management plans supporting the introduction of process improvements across Regional Demand Planning organizations. - Troubleshoot situations where Demand and Supply Planning are involved, engaging necessary parties to arrive to a solution and communicate findings to the rest of the Demand Planning community to ensure solution sustainability.

•Responsible for creating finished good receipt plans to best meet the inventory requirements of global markets and customers across selling channels for the company’s $1.2bn fashion doll business including IP and licensed properties •Drive consistent collaboration with Demand Planning, Replenishment Planning, Master Planning and Logistics to meet process and service goals by brand, by market •Enforce and own the weekly S&OP cadence and ensure adherence to the supply and demand planning horizons •Responsible for critical programs (replenishment & new launches) for top retailers across North America, EuroMea, LATAM, APAC across 2k SKUs with impact of over $0.5mn every month •Responsible for JDA ESP implementation and use by establishing clear understanding of demand and supply constraints and proactively develop action plans to maximize service and minimize cost while maximizing revenue •Track monthly production adherence at manufacturing source to solve for bottleneck processes or other limiters •Analyze & implement processes to reduce inventory obsolescence, and improve product fill rate to hit company target •Partner with Master Planning and Plant Engineers to address any potential bottlenecks impacting overall plant capacity •Conduct ROI Analysis on to arrive at optimal tooling solution for new brand launch/ major relaunch

•Responsible for end-to-end capacity planning, sourcing & NPI commercialization activities for company’s $1.2B Girls portfolio for IP (Barbie, Monster High, Little Mommy, Enchantimals, Polly Pocket) & licensed brands (DC Comics) •Responsible for annual forecasting for all doll brands across two O&O plants producing ~90 million dolls annually •Develop the best in class processes/practices to manage extreme demand and product life cycle volatility across all channels for doll brands in North America with revenue impact of ~$550MM annually •Develop integrated launch readiness plan, key project: Wonder Woman (2017) resulting in $900k logistics savings •Implement level loading of O&O plants by developing sourcing strategy, to meet launch at budget; key project resourced 13MM doll units 25% under budget in 2017 to achieve manufacturing efficiency target for the year •Served as OTIF (On Time In Full) custodian analyzing, tracking and reporting on $200mn worth of orders every week • Lead for capacity planning, sourcing & NPI commercialization activities for the company’s $1.2bn Girls portfolio • Project Management Lead on all Mattel doll brands for global demand planning (EuroMea, LATAM, APAC) •Key projects 2017: logistics savings of $900k for Wonder Woman launch, resourcing 13MM doll units •Conducted ROI Analysis on to arrive at optimal tooling solution for Polly Pocket Relaunch, Enchantimals Global Launch •Served as OTIF (On Time In Full) custodian analyzing, tracking and reporting on $200mn worth of orders every week

- Graduate Assistant, W.P Carey Graduate Career Center - Business Tutor, Student-Athlete Development, Sun Devil Athletics

•Conceptualized and created a tracking template for worldwide inbound ocean freight movement identifying a savings potential of $7 mn and ensuring real time visibility, control and over the annual spend of ~$55 mn in 2014-15 •Analyzed carrier performance and shared insights for share of business allocation in 2015-16 •Collaborated in analysis and dashboard creation for internal quality initiative to shorten lead time for promotional orders

• Key Lead on Project Velocity geared towards improving productivity & reducing operating costs by $400k in 2012. Focus areas: domestic procurement, inbound logistics, packaging, supplier audit & manufacturing variable cost • Established scorecards to manage cost and quality for new vehicle & powertrain platforms ensuring on-time launch • Youngest board member on the first Mahindra Group Diversity Council. Designed internal campaign to raise awareness

• Evaluated business plans for motorcycle accessories and company O&O dealerships leading to savings of > $2 Million • Signed agreement with 1,300 sales counters in the Group’s tractor division leading to a 12% increase in inquiries • Created templates for capturing competition and industry movement leading to in-house market intelligence database • Published first newsletter for employees, dealers and suppliers on a bi-monthly basis

• Featured in Business India magazine’s August 2010 edition on ‘3 Generations – Corporate India’ • Co-developed & presented the first business plan to the Board. Obtained initial funding approval of $4.5 Million • Accomplished sales of $500k in the first 14 months of launch by establishing direct selling channel process • Managed outsourcing of initial fiberglass boat molds and dies to China securing savings of $1 Million • Conceptualized the brand identity & implemented the media plan for flagship brand, ‘Mahindra Odyssea’

• Conducted market research for the CEO on the distribution model for Hindi feature films with ROI analysis per territory • Developed talent contracts and acted as chief liaison between COO and studio chiefs, directors and distributors • Developed a market penetration tool for revenue by territory based on Cluster Analysis using statistical analysis (SPSS) • Revived and re-launched the Group Call Center (1800-1-MAHINDRA) achieving a 30% increase in call quality