Michael H.

• Leader for transformation initiatives on global brands generating ~$1.8B in net revenue • Reporting to the region Chief Supply Chain officer, dotted line to region Chief Marketing Officer • Supply Chain Leadership Team member, driving strategic initiatives across the end-to-end value chain. • 2000+ SKUs, 700MM lbs production annually across 22 manufacturing plants • Cross brand, cross function transformation responsibility in technical, commercial and manufacturing • Develop & partner with cross functional teams to build multi year project proposals for large scale Holistic Margin Management initiatives. • Proud active member of the Women's Leadership Network

• Enterprise leader delivering innovation and productivity across a $1.5B portfolio. • BD accountability for 150+ SKUs, 250MM lbs annually across 12 plants. • Lead long-term capacity strategy, debottlenecking, and $65MM+ capital unlocks. • Own $5MM trials/start-up budget and align Commercial, R&D, Engineering, and Supply Chain. • Build high-performing BD teams and embed Idea to Market / Launch to Win methodology in to plant strategy.

• Delivered ~$13MM in annual productivity for a $9B business unit through strategic logistics transformation. • Pioneered a new $5MM pallet pooling process from the ground up • Optimized network design to improve truck utilization by 25% (+$5MM). • Drove technology adoption and change management for 150+ personnel with new visualization and tracking software in Transportation & Warehouse Management

• Apply CI principles, tools, and techniques to foster a zero-loss culture, focusing on identifying, eradicating, and preventing losses. • Cultivate a CI culture that challenges the status quo and drives behavioral changes among employees. • Deliver training on CI tools and techniques, guiding teams through CI cycles, and providing coaching for employees to achieve targets effectively. • Advocate for leaders to utilize balanced scorecards for performance management, coordinating KPI performance reviews, conducting root-cause analyses for targets not met, and implementing corrective actions. • Benchmark externally to deploy best practices and new tools in collaboration with internal partners

• Led end-to-end enterprise inventory strategy, improving cash conversion and service performance. • Embedded Multi-Echelon optimisation and built E2E reporting to reduce safety stock and non-productive inventory. • Global owner of inventory KPIs, systems (SAP APO/BI/ERP) and reporting automation. • Standardised best-practice inventory policies and coached large cross-functional teams. • APICS CPIM certified (self-funded).

Key Achievements: • Delivery of 150+ innovation/productivity projects ranging from Big bet innovation, PPA, to art work changes • Recruited/built full new team (7 reports) • Revamped the toll gate/approval process for faster approvals and delivery to market Responsibilities: • A senior project manager accountable for strategically leading cross functional teams in the development and implementation of broad end to end coordinated projects to meet revenue, margin and growth of the +$1B category. • Owning the Idea to Market (I2M) methodology with a diplomatic approach, best practises and governing the toll gate process. • Eliminating waste and complexity in the business systems, driving for results considering project timing, scope and budget. • Managing category Product Change Managers (7 reports) prioritising workloads aligning to the category objectives with a particular focus in motivating and developing teams. • Successfully completing risk assessments, project reviews/evaluations and putting concrete contingency plans in place to either maintain, accelerate, or stop the project timing if it doesn't meet the business growth model. • Influencing Senior stakeholders with a pragmatic clear approach to aid business decisions for senior leadership in the business HQ.

Key Achievements; • Learning and working in a second language • Team of 10, consisting of x2 managers and x5 direct reports to deliver 98.5% service for the country • Waste improvement of $2MM though reducing absolute waste, and building liquidation process Responsibilities: • As part of an international expatriate program "Globetrotters", focusing on Leaders of the future whilst also being on the country ISC Leadership team. • Accountable for service performance and to drive the analysis of trends from multiple data sources that enhance the countries growth model with Continuous Improvement methods • People manager and coach to 10 staff. • Responsible for Strategically developing End to End supply chain from Plant to Customer & Finite scheduling • Co-packing activity at multiple warehouses • Company transformation structure improvements to deliver organisational excellence. • Prioritising, re-scheduling and adapting to customer order changes in SAP systems • Collaboration and coaching across multiple technology towers • Warehouse capacity management • Facilitating Key Stakeholders in the business to make business growth decisions

Key Achievements: • Phase 0 delivered for the plant and model line • AM Step 3 development and coaching for the model line (5) • Operator full understanding of 0%/100% loss/engagement mindset Responsibilities: • Accountable for the delivery of Integrated Lean Six Sigma roll out and process creation. • Autonomous Maintenance & Focused Improvement Pillar for IL6S/TPM ways of working, inclusive of business partnering the Preventative Maintenance Pillar • Operational Excellence with stakeholders to drive the compelling business need (0accidents/0 defect/100% employee engagement) • SAP system user and trainer to teams to deep dive in to productivity project proposals. • Deliver projects with multiple business benefits in service and cost. • Comprehensive communication with teams at all levels, from Operator to Directors using the Daily Management System • Educating and engaging teams in how to find losses on plant • Responsible for direction of focused improvement activities using fishbone, lean and six sigma methodology

Cadbury: • Delivered BiC 95+% compliance to schedule • People manager to 30 staff • Coaching and engaging with teams to deliver key performance indicators • To identify problems, and resolve with a political/practical approach • Responsible for Good Manufacturing Practice • Bring enthusiasm and build relationships to unleash the capability of the team • Liaise and understand with key stakeholders the business requirements

Cadbury: Across 2 manufacturing plants • Lead Operator/Team leader accountable for the line performance, scheduling and up skilling colleagues in my team • Daily Management of waste levels with a focus on volume compliance • Commissioning new products on the Plant unlocking growth in the category • Accountable for many lines over a period of 6 years, stretching outside of my comfort zone always striving for learning and self-development • Continuous improvement activities such as Kaizen events and 8 wastes

Responsible for all cashier staff and complaints handling Store lock up and security measure Managing a team to be fully motivated and interactive with the public Dealing with all customer related issues Regular spot checks on cash desks Covering for Store manager in periods of absence