Ian

A PE-held, $1.2B multi-national chemical and CPG manufacturer with a diverse portfolio of product lines • Strategic Leadership and Organizational Impact o Coordinated resources after the Sept 2024 fire at our Conyers, GA plant. Returned 90% of production capacity before season the following year. Replanned inventory to keep stockouts at the lowest level in the company’s history. o Led major supply chain transformation initiatives: Spearheaded the overhaul of legacy systems, including MRP and MPS systems, transportation management system, demand planning, and connections with external partners. o Key member of leadership team; overseeing a team of planners, analysts, A/P, finance, reporting, systems, and projects. o Initiated and drove the implementation of a structured monthly SIOP/S&OP process across departments. • Operational Excellence, Process Innovation, Cost Savings, and Margin Expansion o Slashed PPV across multiple divisions, stabilized expense trends, and brought visibility to accruals. Identified variance drivers and systematically undertook projects to make corrections. o Overhauled the procure-to-pay process for $100M of annual group spend. Transformed the A/P process from a transactional group into a true audit function. Introduced controls, standardized and automated processing, and increased the velocity of transactions. Converted vendors to EDI/API transactions and ACH payments. o Established favorable relationships with strategic vendors with regular value-add communication and standardized account reconciliations. o Implemented consensus forecasting platform for demand planning, including deep scrub of historic transactions. o Promoted a culture of innovation: Encouraged experimentation and calculated risk-taking through competency frameworks and team coaching. o Identified and mitigated risks: flagged gaps in documentation and process flows; ensured compliance and operational integrity. • Capital Project Management o Identified areas of opportunity and then led cost savings initiatives achieving $10M+ improvement. Completed over 50 cost-savings and margin-expansion initiatives, from small process adjustments to major process overhauls. Active member of the System Advisory Board (SAB). o International: Launched rollout of OTM to the Bayrol Europe subsidiary; shared best practices and training. o Revived previously-failed Kinaxis demand planning implementation; brought full system online and delivering value in 3 months. o Pioneered first-to-market API spot-bid rate optimization tool for transportation planning. o Led system integrations and data improvements spanning different ERP systems/modules, business support systems, and BI tools. o Multiple software, capital equipment, leasehold, 3PL, and real-estate strategy projects. • Mergers, Acquisitions, and Restructuring o Functional lead for divestiture cleanup of Voyant division (2021). Steering Committee member and workstream leader for sale of Prestone division (2024). Supply chain leader for closure of Conyers manufacturing site (2025). o Onboarded acquisitions that had previously operated outside of the core enterprise. o 3PL sites: system integration, inventory and receiving/shipping planning, hazmat governance. • Talent Development and Team Building o Promoted professional development. Rebuilt and upskilled the staff with targeted development plans, education initiatives, cross-training, and stretch goals. o Interviewed and hired key talent, exited under-performing personnel, re-defined roles, and promoted high-performers. o Transformed team from being simply reactionary to being strategically-minded. o Removed organizational silos. Cross-trained staff both horizontally and vertically. Drove the team to find solutions that grew total EBITDA. o Used recognition and advocacy to incentivize employees to reach their full potential.

A consulting firm specializing in post-acquisition turnaround; focused on $50M± manufacturing/distribution companies • Simplified and standardized finance and accounting while bringing organization into compliance. o Brought financial understanding to all levels of the organization; made performance monitoring easy for managers. o Shifted tax and audit advisement firms, reduced and strengthened banking, dramatically shortened close process. o Effectively and efficiently managed staff of at multiple sites. • Transformed logistics, production, procurement, and planning. o Moved entire company from paper records to real-time transactions and full lot control with instantaneous traceability. • Identified areas for operational, logistics, and financial improvements; Implemented projects to increase efficiency. • Launched cycle count program which freed up 3 production days per year and increased accuracy. • Instrumental in transforming discrete operations silos into a cohesive, strategically aligned organization • Achieved GAAP, SALT, and PCI compliance. • Managed entire ERP modernization project; delivered multi-site system on time and under budget. o Handled system needs identification, vendor vetting, integrator management, and contract negotiations. o Incorporated full production planning (APS) and HMI control, WMS and handhelds, distribution planning, EDI, cloud-based CRM to support field sales reps, credit card processing, automated labeling, and document scanning. o Implemented time-phased MPR and MPS planning; lowering inventories while eliminating stockouts and over-stocks.

A $34B privately held manufacturer and distributor of medical supplies. I was a member of the core management team for multiple facilities including a class I, high-speed, continuous-manufacturing site; from brown field to full production • Built entire manufacturing finance department for a brown-field startup division; including processes, planning, hiring, and consistently challenging the team to seek out operational efficiencies. o Responsible for all division accounting and finance activities; staff of 8 professionals. o Owned production planning, product BOM definitions, and life-cycle forecasts. • Prepared long-range strategic forecast, annual budgets, variance analyses, factory scorecard, and management reports. • Regularly reviewed results with key department leads to establish a control loop. • Product Costing, Absorption, and Materials. o Designed activity-based costing allocations and absorption costing processes, setting company-wide benchmarks for both net revenue analysis and for finished goods costing on manufactured items. • Designed and set up master production scheduling (MPS) and material requirement planning (MRP); lowered on-hand inventory by 50% and never incurred stock out with demand due to ordering.