Matt Russell

At LSG I lead all Strategic Sourcing, Inventory Planning, and Forecasting efforts for the company's ~$400M Inventory investment. I lead a global team based in the U.S., Canada, and Taiwan installing best practices into several Private Equity acquired firms to enhance service and EBITDA/profitability within the LSG, a Nautic Partners portfolio company

• Merchandise & Assortment Planning: Built and integrated NAPA’s Merchandise Planning team into the business as part of the wider organizational transformation. The team coordinates cross functionally with supply chain, merchandising/sales, operations, supplier, and financial partners to deliver more effective/balanced decision making around finance and inventory allocations. Leading the $100M flagship “Restore the Core” effort, this team returned ~$30M in profit to the business. • Inventory Planning & Replenishment: Set the strategic direction for and created a culture of continuous improvement for a team of 110 Associates overseeing NAPA’s $3.0B inventory investment. Exceeded Key Performance Indicator (KPI) targets, returning the supply chain from post pandemic lows of under 80% to 95% in-stock and 95%+ outbound service to stores and customers. • Advanced Analytics: Led a team developing improved modeling & assortment analytics using AI and Machine Learning. Forecast accuracy has improved by ~10%. • Organizational Change Management: Re-aligned the Inventory and Assortment teams to product categories vs. geographies. This change creates ownership and a collaborative environment between Supply Chain, Sales, and Merchandising functions. Resulting changes also allowed for a higher degree of automation, allowing for a 10% organic reduction in head count even as store and SKU counts increased • Working Capital Impacts: Implemented inventory modeling, controls, disciplined stocking/channel management strategies to improve inventory productivity. 2022-2023 initiatives removed more than $100M in long tail inventory from the USAG supply chain, driving turns improvement of 6% (2.87 to 3.04).

• Global Sourcing: Led a global team based in the U.S., China, and Vietnam in creating a Direct Import inventory supply planning process for Seasonal Products. Focused on supply planning/assurance from factories in Asia/LATAM to deliver 3 consecutive years of on-time-in-full performance above 99% on over $8B in product COGS for Home Depot’s seasonal programs (Black Friday, Holiday, and Spring Patio). • First Cost/COGS Reductions: Returned ~$100M in cost-out to the business annually leveraging supplier rightsizing, disintermediation, and traditional negotiations techniques. • Global Risk Management: Built a global team of 25 tasked with identifying and vetting potential supplier partners for THD’s $25B Private Brands business. Vetted best country and dual sources of supply to reduce risks for the supply chain. As a result, Home Depot’s Private Brand’s business reduced dependence on sole-sourced Chinese manufacturing by 20% while maintaining on-time-in full delivery and neutral costs. • Global Contract Manufacturing & Margin Improvements: Developed and deployed a value lever designed to complement traditional Should-Cost/Value Engineering methods through relative comparisons of cost-efficiencies at factories manufacturing similar products and over time, the “Factory Efficiency” lever delivers ~$25M in incremental margin/year to the company.

• Supply, Inventory, and Operational Planning (S&OP): Led an operational transformation effort for a $4B Aerospace Manufacturer. The S&OP process balances supply and demand across four manufacturing facilities and an international supply base. This process increased inventory turns by ~10% and improved on-time production metrics by 15%. • Strategic Sourcing & Lean Process Improvement: Improved material reliability, reduced complexity, and costs for a Fortune 100 A&D client. The implemented solution right sized the supply base, removing ~20% of the supplier tail, decreased out of station work and “short release” kitting, and increased inventory turns. Production WIP improvements resulted in ~$30M in working capital improvements and $10M in direct material cost reduction. • Network Optimization: Optimized the transportation and distribution network for a Fortune 50 manufacturer of construction and mining equipment. Recommended network produced over $20M in cost savings through a combination of P/L and Working Capital opportunities. • International Manufacturing Operations (Zhengzhou, Shanghai): Delivered cost efficiencies for a multinational bus manufacturer in China. Analyzed model and option volumes, manufacturing floor operations, margins, and supplier risk as factors in reducing supply chain complexity while maintaining customer service and improving profitability by 2-5% on a per unit basis.

At Textron Systems I led the strategic supplier management function. My responsibility was to drive operational efficiency and deliver cost savings to the bottom line of a wide variety of businesses under the Textron Systems portfolio ranging broadly from commercial Unmanned Vehicles to U.S. military Electronic Systems programs. In the role, I was responsible for the vision, budget, and management of the largest, and most critical functional vertical within the Textron Systems integrated supply chain

• Supply, Inventory, and Operational Planning (S&OP): Led an operational transformation effort for a $4B Aerospace Manufacturer. The S&OP process balances supply and demand across four manufacturing facilities and an international supply base. This process increased inventory turns by ~10% and improved on-time production metrics by 15%. • Strategic Sourcing & Lean Process Improvement: Improved material reliability, reduced complexity, and costs for a Fortune 100 A&D client. The implemented solution right sized the supply base, removing ~20% of the supplier tail, decreased out of station work and “short release” kitting, and increased inventory turns. Production WIP improvements resulted in ~$30M in working capital improvements and $10M in direct material cost reduction. • Network Optimization: Optimized the transportation and distribution network for a Fortune 50 manufacturer of construction and mining equipment. Recommended network produced over $20M in cost savings through a combination of P/L and Working Capital opportunities. • International Manufacturing Operations (Zhengzhou, Shanghai): Delivered cost efficiencies for a multinational bus manufacturer in China. Analyzed model and option volumes, manufacturing floor operations, margins, and supplier risk as factors in reducing supply chain complexity while maintaining customer service and improving profitability by 2-5% on a per unit basis.

I provide management consulting services to private and government clients. My background is in Supply Chain, Logistics, Cost Accounting and Financial Modeling