Global Enterprise Operations & Value Creation COO

JEFF MENEELY

COO CSCO ENTERPRISE OPERATIONS & VALUE CREATION

Payson, AZ 602-***-**** ***********@*****.*** linkedin.com/in/jeffmeneely

EXECUTIVE PROFILE

Enterprise operating executive with global leadership across public, private, and private equity-backed companies. CEO-direct report, Executive Committee member, and global steering committee leader with direct accountability spanning global logistics and distribution, transportation, trade compliance, procurement within operating scope, fulfillment, transformation, and substantial P&L leadership. Builds capable teams and performance cultures that continuously improve and deliver predictable results through the Big 4: integrity, taking care of each other, no complacency, and having fun. Led organizations supporting approximately $8B in revenue fulfillment and P&L responsibility exceeding $700M, with more than $200M in measurable enterprise value created.

SELECTED EXECUTIVE IMPACT

• $53M annual savings at Fender while improving customer satisfaction 31% and order-to-cash performance 19%.

• $40M recurring annual value at Philosophy through global operating model and distribution improvement; contributed to a successful $1B ownership event.

• $72M+ sustainable value creation at Pure Fishing through teams directly led, including global logistics/distribution, transportation, and trade compliance.

• $26M in unused capital liberated while preserving execution capacity and business performance.

• Six M&A integrations generating $29M in incremental value.

• 14 leaders promoted to Director level and above.

CORE EXECUTIVE CAPABILITIES

Enterprise Operations Leadership • Global Logistics & Distribution • P&L Leadership • Private Equity Value Creation • Continuous Improvement • Enterprise Transformation • M&A Integration • Post-Acquisition Operations • Customer & Service Performance • Working Capital & Capital Discipline • Operating Governance • Organizational Capability • Risk & Resilience

EXECUTIVE EXPERIENCE

PHILOSOPHY

Global Director, Supply Chain & Logistics

Carlyle portfolio company Global leadership Transformation contributing to a successful $1B ownership event

• Created $40M in recurring annual value through global operating model improvement, distribution optimization, and disciplined execution.

• Liberated $26M in unused capital while preserving execution capacity and supporting sustained business performance.

• Built leadership alignment and operating capability that supported value creation through the ownership transition.

COTY

Director, Supply Chain & Logistics Americas

Post-acquisition operating leadership following the Philosophy integration

• Led the Philosophy integration into Coty five weeks ahead of plan while generating $415K in unplanned project savings.

• Following the integration, negotiated the scope of the operating role and led logistics/distribution and transportation across the Americas, including procurement within the areas of responsibility.

HENKEL

Head of Supply Chain Logistics, North America

North American operating leadership Member of two global steering committees

• Led teams responsible for fulfillment, quality, transportation, and operations supporting approximately $8B in revenue fulfillment with P&L responsibility exceeding $700M.

• Delivered $53M in EBIT improvement while increasing customer on-time-in-full performance by 22 percentage points.

• Led large-scale network and operating model improvement while contributing to global direction through two global steering committees.

PURE FISHING

Vice President, Global Logistics Executive Committee Member

Sycamore Partners portfolio company CEO-direct report N-1 Top 10 enterprise leader

• Led global logistics/distribution, transportation, and trade compliance with a $290M global logistics P&L.

• Teams directly led generated more than $72M in sustainable value creation through operating model redesign, automation, network optimization, and structural cost improvement.

• Reduced cost 18%, avoided approximately $20M in planned capital expenditures, and improved inventory velocity 20% while strengthening execution and organizational capability.

FENDER MUSICAL INSTRUMENTS CORPORATION

Vice President, Global Logistics

TPG portfolio company 100% global operating role Top 20 enterprise leader

• Delivered more than $53M in annual savings while improving customer satisfaction 31% and order-to-cash performance 19%.

• Built a global operating platform supporting APAC contribution of more than 50% of company revenue.

• Led improvement across a complex international network, balancing cost, service, growth, risk, and organizational capability.

LEADERSHIP MODEL

The Big 4: Act with honor and integrity at all times. Take care of each other. No complacency. Have fun. Build capable teams, establish clear ownership and decision rights, remove obstacles, and hold the organization accountable for commitments and outcomes. The result is engagement, alignment, execution, continuous improvement, predictable performance, and value creation.

EDUCATION

M.A., Organizational Management (Honors), University of Arizona Global Campus B.A., Organizational Leadership (Summa Cum Laude), Ashford University

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