Gachuhi Muthoni

Analytical ownership of subcontract manufacturing operations valued at $2M/month across six factories, with concurrent responsibility for SAP data integrity across a 6-person workload team. – Design and maintain operational dashboards and standardized KPI reporting logic, ensuring data accuracy, consistency, and decision-readiness across subcontract operations across a 15-member team utilizing OneDrive for Business, Advanced Excel techniques and Power BI.

– Own end-to-end data pipeline for subcontract order management from receiving raw, unstructured files from partner factories, cleaning and transforming them into structured order books and Raw material reports, then designing creation plans for team execution through to GRN readiness.

– Lead SAP data governance and conducted root cause analysis-monitoring data integrity, identifying discrepancies, and implementing corrective controls to improve reporting reliability across procurement, production, and logistics data streams, translating findings into process improvements and systems.

– Partner with cross-functional teams (Planning, Finance, Production, Merchandising) to translate operational data into actionable insights that drive faster, better decisions.

Sole analytical support to the General Manager and Plant Leadership for a manufacturing site serving Calvin Klein, Tommy Hilfiger, Michael Kors, Dickies, Fruit of the Loom, and other international brands.

– Designed and introduced the plant's first structured KPI framework including Production End Date Hit Rate, and Over shipment Success Rate - metrics that had not previously existed in any monitored form, replacing ad hoc tracking with a rigorous measurement system on SQL, SAP, Power Query and Power BI.

– Rebuilt the entire production reporting architecture, compressing reporting lag from 4-7 days postproduction to immediate - data available the moment output was scanned - enabling real-time decision making.

– Built executive dashboards tracking Power BI Forecast vs Target vs Capacity vs Actual Production, giving leadership a single source of truth for performance, risk, and customer commitments.

– Led a plant-wide value stream mapping initiative using data analysis to identify bottlenecks, aligning department heads around evidence-based solutions.

– Designed and implemented an SAP S/4HANA System Audit Framework to monitor process adherence, track violations, and drive data quality improvements across all modules.

– Delivered executive presentations, weekly KPI reviews, and monthly operations and profitability reviews to senior plant and group leadership on Power BI and Excel.

– 4–7 days to real-time: redesigned production reporting pipeline so data was available immediately upon scan, eliminating the week-long decision lag that had previously constrained operational response.

– KPI framework built from zero: introduced Production End Date Hit Rate, and Over shipment Success Rate as new tracked metrics, creating the measurement infrastructure the plant had been operating without.

– 30% increase in SAP system data accuracy within three months of launching the audit framework, accelerating ERP adoption by over two months.

Analytics and system's advisory role supporting the Director with data-driven decisions on technology, inventory, and sales growth. – Developed a demand-driven inventory analytics model to optimize stock levels, reorder timing, and purchasing decisions, eliminating stockout events and reducing overstock.

– Produced sales and operational reports informing merchandising strategy and product mix decisions, resulting in a 20% increase in merchandise variety.

– Led digital transformation including POS implementation and e-commerce integration (Shopify, Jumia, Facebook Shop), generating 40%+ of daily orders through online channels.