Well, I got started, at Coca Cola with supply chain management through a transition that I had from financial services over into a North America supply chain. At Coca-Cola, what that meant is I was responsible for a function. And at that time there was quite a few innovations that was occurring and we needed to set up a new program management group that helped commercialize a number of innovations. And so, I was brought in as a leader of the program management team in commercialization. So, that was my first position coming into that form of a supply chain. I spent about 10 years of my background in North America. And about 10 years in global supply chain doing a number of diverse positions.
So as part of my career plan, I wanted to really experience a lot of diverse activities and functions. And so personally I sought out a number of different areas. So, not only the initial position, but also going into supply and demand planning, really learning that function and helping support that side by side when doing the innovation piece.
But then also extending my career and the experience into some of the strategic planning of supply chain. So, looking at infrastructure planning, where do we want to put new plants and warehouses, particularly, maybe in the Southwest area. I also looked at the infrastructure from a capability standpoint. So, one of my roles was to actually build up our co-packing organization in North America from the start. That included bringing on a number of co-packing locations to do new technologies, whether that was dairy or coffee, or maybe even powders. And to build that capability through third parties where we did not want to invest in it in the bottling system.
And so that infrastructure work was fascinating to me in really understanding not only the strategic plan of the company and where we were headed a number of years down the line, but also building the capability out for the near-term innovations. So that type of diversity was very important to me in my career to really continue multiple paths and not be in one functional area for very long.
I received a tremendous amount of encouragement through the leaders that I reported to. It was all around getting that diversity of experience. And I was very vocal about wanting to not only have domestic experience, but also global experience. When I had development conversations with my leadership, we really set plans in place to make sure that I could get the type of experiences that would be valued in the global organization. So, the support was tremendous over time and through different leaders. It wasn’t just a single leader. It was multiple leaders that really listened and made those opportunities happen. That started from the very beginning at Coke, not only in the supply chain area, but some of my financial backgrounds.
As a corporation, the company was very supportive in helping me grow and advance and particularly within supply chain, once I made it known that I wanted to go global, there was facilitation that happened between leadership teams, to help me get there, help me make that transition happen.