Zürich Metropolitan Area
I've spent 17 years turning supply chain complexity into competitive advantage across FMCG and luxury, from large-scale manufacturing at Unilever to end-to-end materials operations at Estée Lauder. Building operations that perform under pressure and hold up through change is what I do. I have always been curious and driven by a desire to grow, not just professionally, but as a leader and as a person. That mindset has shaped every role I've taken on, every team I've had the opportunity to lead, and every transformation I've led. I've learned that the ability to adapt, challenge assumptions, and bring people along on the journey matters far more than any individual achievement. At Unilever, I contributed to €43M+ in manufacturing savings across 254 sites through WCM and digital performance tools — working across large-scale, complex operations where process discipline and continuous improvement were the foundation of everything. At Estée Lauder, I lead Materials Management operations, responsible for $400M in spend, 120 vendors, and a multicultural team of 23 individuals across the world. The work spans materials planning, strategic sourcing, supplier & capacity management, and inventory optimization, but also the messier side: restructuring teams, partnering with third parties to transition operations, and implementing planning systems that actually get adopted. Beyond supply chain, I have worked directly with corporate clients, but also with internal commercial, finance, and marketing teams to ensure operations support business growth, from new product launches and innovation pipelines to adapting supply networks to shifting market demands. I believe the best supply chain leaders think like business leaders first. Last but not least: what I care about most is people. The best transformations I've led didn't succeed because of the right system — they succeeded because the right people were developed, trusted, and pointed in the right direction. I'm passionate about inspiring and empowering teams, navigating change with empathy and compassion, and creating environments where people grow alongside the business. I’m currently completing an Executive MBA at IMD Business School, deepening my thinking on strategy, sustainability, and leadership.
Leading end-to-end materials management across EMEA, from sourcing strategy to daily supply execution, for four critical commodities: glass, dispensing, tubes, and closures. • Accountable for $400M in annual spend across 120 vendors, managing a team of 23 individuals serving all 4 business categories and over 20 brands. • Set regional capacity and sourcing strategy for key commodity categories, integrating supply commitments across manufacturing and warehousing networks. • Act as senior escalation point for service and supply issues across Category, Regional Manufacturing, and Regional Warehousing stakeholders. • Own supply chain performance — inventory, service levels, and agility — for the Fragrance category, shaping franchise supply plans and long-term sourcing decisions.
Held global ownership of the Glass & Dispensing commodities, responsible for end-to-end supply performance from long-range forecasting to daily execution across a worldwide supplier network. • Accountable for $220M in annual spend across 60+ vendors, leading a team of 5 individuals across service management, inventory, and supplier performance. • Owned global RCCP planning (+12 months horizon) and long-range forecasting, driving forecast accuracy analysis and agility management to optimize service. • Led SRM process with key vendors to drive operational efficiencies, monitoring supplier performance and managing capacity allocation, negotiations, and issue resolution. • Managed inventory across all three pillars — at-vendor, on-order, and in-house — ensuring continuity and optimization across global manufacturing and warehousing operations.
Drove global manufacturing performance and continuous improvement across one of the world's largest consumer goods networks, leading the WCM program at scale. • Delivered €43M+ in manufacturing cost savings as global lead for WCM Focused Improvement and Professional Maintenance pillars across 254 sites. • Designed and deployed a Manufacturing Digital Program covering real-time performance management, predictive maintenance, and capacity visibility across the global factory network. • Built global training frameworks and improvement toolkits, enabling factories to drive operational cost reductions through standardized continuous improvement methodologies. • Led a network of lighthouse factories to generate, validate, and scale manufacturing best practices globally.
Designed and deployed the global manufacturing performance framework — KPIs, digital tools, and capacity visibility — across Unilever's worldwide factory network. • Built and rolled out a Global Manufacturing Standardization Framework covering KPIs and performance management across 254 sites. • Designed and deployed a Digital Global Performance Management Platform (MES) for real-time tracking of resource consumption, losses, and operational efficiency. • Developed a Global Capacity Calculation Tool providing harmonized asset utilization visibility across 254 manufacturing sites. • Led a Global Waste Study identifying €34M+ in material losses across 3 geographies, enabling targeted improvement programs.
Hands-on TPM implementation combined with cross-functional efficiency and supply chain operations at a Personal Care manufacturing site. • Implemented TPM Feasibility Phase, delivering €900K+ in savings through a cross-functional efficiency program spanning manufacturing, warehouse, and planning. • Executed a $3.6M insourcing initiative to localize production, while leading the site's Sustainability Committee and Site Data Management Team.
- Lessons of: Essentials, Business I & II, Meetings & Presentations and Negotiations.