Elliot Laughlin

Telecom Vendor Relations and International Business Expansion

• Responsibilities over development of global sales strategies and executions including Growth Drivers analysis, Category Roadmap & Execution and Brand Activation to incentivize consumers across different sale channels globally. • Developed and Incubated +30 Nestlé USA brands (>500 SKUs) across +70 countries by establishing critical requirements per channel, market analysis, sales opportunity assessment and promotional campaigns leading to double digit operating profit per customer. • Spearheaded the execution Route to Market Strategies for International Club channels, leading to an increase in sales of 25% mainly by streamlining the product portfolio mix to drive incremental profits while meeting consumer demands.

• Global IS/IT responsibilities for USD +500 MM in Network and Unified Communications acting as a Business Partner / Strategic Procurement Manager in the Americas, AOA and EMENA • Develop key suppliers though 7-Step Sourcing Steps with the objective of fostering short and long terms business continuity and innovation within our preferred suppliers. • Strategically source Hosting and Network services through the creation of cost models to fully analyze the Return of Investment and Total Cost of Ownership over a period of time. • Develop and execute unique global and regional market strategies for Mobile Telephony with +$70MM spend / ~80,000 lines

• Managed suppliers for IS/IT and Telecom with influence over $245MM in spend, achieving approx. 10% annual savings. • Developed key suppliers though 7-Step Sourcing Steps with the objective of fostering short and long terms business continuity and innovation. • Accountable for the engagement and management of the Business Process Outsourcing (“BPO”) service provider with the Telecom operators to drive process efficiencies and centralize Procure-to-Pay Process Model. • Developed unique market strategies for Wireless Telecom, resulting in cost reduction of +$4MM across U.S. & Canada. • Collaborated with the Global Sourcing team to develop category strategic roadmaps with the objective of creating a Demand and Supply analysis in order to benchmark the category.

• Develop Sourcing Category Strategy eco-system for Ericsson’s Analytics portfolio introducing the 7-Step Sourcing Steps to find opportunities and identify gaps. • Strategically source and manage Indirect Category valued at over $140M ranging from Application Software, Licenses, Voice Services, Wide/Local Area Network( “W/LAN”) , Software as a Service (“SaaS”), and Unified Communications • Streamline the Supplier Management for the Telecom Mobility Category across U.S. and Canada by standardizing reporting and KPIs in order to achieve sustainable benefits, create performance transparency and continuously improvement. • Collaborate with the Global Sourcing team to develop category strategic roadmaps with the objective of creating a Demand and Supply analysis in order to benchmark the category

• Analyzed and manage +$340 million between IS/IT – TELECOM, Warehousing Svcs and Facility Management developing short and long term strategies to foster innovation, cost driver mapping analysis and best industry practices. • Developed and execute strategic sourcing activities following the 7-Step Sourcing Steps, including activities from the development to implementation of the cost analysis, contract management and supplier development. • Worked with internal stakeholders (Nestlé Operating Companies and Global Procurement) to gather/assess business requirements, develop negotiation strategies and gain better economies of scale across the North America market. • Collaborated with Global Procurement and IS/IT Group for implementation and negotiation of preferred suppliers for Hardware, Software, Telecom, Offshore Services and Data Networking across the Americas. • Developed a sourcing process to implement a Telecom Expense Management solution, streamlining and centralizing the current management process of thousands mobile phones lines. As a result, the project now provides better visibility into current spend and usage patterns and is planned to deliver >$5M dollars in cost improvement across North America.

• Analyzed and presented market strategies through developing cost models for the Indirect - Corporate Services Purchasing Group responsible for ~$1.5 Billion in North America • Managed the end to end sourcing processes including the planning, execution, negotiation and implementation of international projects as an example: selection of a major National Distributor in Puerto Rico servicing 4 Nestlé Operating Companies that led to more than $6MM in direct savings and +$10MM in indirect savings. • Developed and executed a sourcing strategic category roadmap for the Third Party Warehouse category by aligning opportunities with the business needs to identify cost improvements, standardize KPIs, and forecast cost drivers. The strategies have mapped out so far +$95MM in spend and generated +$7.5MM in savings across North America. • Implemented continuous process improvement strategies to measure our team’s monthly performance and objectives. As a result, the team has shown great success being result focus and forward looking in analyzing issues and implementing actions.

• Built decision-making including balanced scorecards and dashboards across the Procurement to analyze real time metrics including operational, strategic developments, Cost Savings, category spend and budget tracking • Performed data industry analysis and report results to business executives • Developed strategies for risk mitigation, business continuity, cost management and operations improvement • Collaborated with various stakeholders develop and standardize business models drive associated strategies to influence the marketplace. • Developed category strategies in conjunction with business stakeholders identifying sourcing opportunities to meet savings goals

• Developed annual cost reduction (ACR) strategies from 3-5% across the supply base, improving the sourcing process which included detailed cost breakdown analysis to find cost improvement opportunities and trends in price. • Collaborated with suppliers and internal stakeholders to implement action plans to reduce downtime, improve the manufacturing process layout, and develop full pricing cost analysis to forecast major cost drivers. • Managed 5-year product launch line (+$45M per year) driving the sourcing process by designing, implementing and managing projects to a successful conclusion for all the North American and selected global models. • Played an active role in developing strategies to synthesize and transform data into insights driving successful cost sourcing strategies for mass-production and future new model parts. • Monitored and modified part assembly/structures/equipment via coordination with North American Honda plants, Honda of Canada Mfg.; and Honda de México, S.A.

• Implemented “go-to-market” strategies including of POP (Point of Purchase), TV spots, and digital. The strategies reignited consumer demand by increasing brand awareness that resulted in an increase of sales by 25% • Ramped national sales by 14% through the evaluation of future consumer merchandise selection, sales rotation data analysis and products contribution analysis. • Negotiated product selection and pricing terms with suppliers in China by analyzing consumer data trends. • Collaborated with marketing agencies to create the company branding, and product labeling. • Managed direct communications strategies establishing accountability, timelines and goals between suppliers, marketing agencies and internal stakeholders.

• Engaged in purchasing activities through a 5-step sourcing process under a $400,000 purchases of POP Marketing materials driving up to 5% in savings for the business. • Led cross functional team to develop an end to end procurement tracking application on SAP for 5 major brands. The application reduced up to 25% of waste in daily tracking activities for category managers. • Improved the purchasing performance structure of POP materials by 90%, managing on-time material development dashboards which benefited to overall profitability of the marketing campaigns for all major brands. • Implemented a number of cost reduction strategies by developing workshops between suppliers and marketing agencies. • Created an internal structure to communicate intuitive analytical spend reports per brand.

• Executed profit and loss management by implementing marketing strategies; following cash control/security procedures, maintaining weekly inventory, managing labor, reviewing financial reporting to enhance restaurant results • Recruited, interviewed staff to be part of the restaurant. • Developed the Church’s team within the store through on going coaching, development and performance appraisals. • Maintained the restaurant to company standards by making sure the grounds, equipment and the overall facility are well maintained. • Enforced compliance with government regulations, Market Policy, employment law, food safety, National Security Policy, operations and policies and procedures relating to all restaurant activities across shift