Finance & Supply Chain Leader
- Industry Experience – Deep knowledge of the retail industry and other Business-to-Customer (B@C) formats.
- Leadership in Procurement & Finance – Head of Procurement | Finance at PSECU, driving strategic initiatives.
- Strategic Expense Optimization – Expertise in developing procurement strategies that enhance efficiency and maximize value.
- Financial Management Excellence – Extensive experience in financial oversight and strategic planning.
- Results-Driven Approach – Passion for streamlining operations and fostering innovation to create impactful solutions.
Career Highlights
Seasoned procurement and finance leader, currently serving as Head of Procurement | Finance at PSECU. Specializes in cost optimization and strategic growth, bringing deep expertise in finance and supply chain operations. Known for her top-to-bottom perspective and results-driven mindset, excels at streamlining processes and driving innovation to deliver impactful solutions.
Finance Leader at the Intersection of Strategy and Operations
Over 20 years of experience aligning financial strategy with procurement and supply chain efficiency to drive measurable results at Fortune 500 and industry-leading organizations.
Delivering Multi-Million Dollar Cost Savings
Expert in optimizing indirect spend, streamlining financial operations, and driving profitability—with over $1.1B in spend managed and $17M+ in annual savings achieved.
Data-Driven Decision Maker
Proven ability to translate complex data into clear financial insights, enabling informed decision-making, accurate forecasting, and executive-level strategy alignment.
Transformational Procurement & Technology Integrator
Led global implementations of SAP Ariba and Concur, developed ESG-aligned sourcing programs, and built scalable procurement functions across international teams.
Empowering High-Performance Teams
Known for fostering leadership, mentoring talent, and building high-impact teams—guiding 24-member teams across finance, procurement, and corporate operations.
Trusted Voice in Finance & Diversity Leadership
Speaker and thought leader in supplier diversity and finance, with a record of driving inclusive procurement strategies and community engagement.
Core Skills
💰 Financial Expertise
- Financial Planning & Analysis (FP&A)
- Budgeting & Forecasting
- P&L Management
- Cost Management & Optimization
- Capital Planning
- Financial Modeling
- Variance Analysis
- Scenario & Sensitivity Analysis
- Strategic Financial Decision Support
🏗️ Procurement & Supply Chain Finance
- Supply Chain Financial Reporting
- Indirect Spend Management (>$1B)
- Supplier Negotiation & Contract Optimization
- Global Procurement Strategy
- Source-to-Pay Process Improvement
- Supplier Diversity Program Leadership
- ESG & Sustainable Sourcing Strategy
⚙️ Operations & Technology Transformation
- SAP Ariba Implementation
- Concur Rollout (NA & EMEA)
- Financial Systems Integration
- Process Automation & Workflow Optimization
- Technology Business Case Development
👥 Leadership & Change Management
- Team Leadership & Development (Led up to 24)
- Executive-Level Strategic Planning
- Change Management & Cross-Functional Leadership
- Mentoring & Talent Development
- Executive Communication & Reporting
📊 Risk & Compliance
- Risk Assessment & Mitigation
- GAAP Compliance & Internal Controls
- Audit Program Development
- $1.1 Billion in indirect spend optimized globally at Foot Locker Inc.
- $560 Million in operating cost oversight at PSECU, reducing expense growth from 7% to 5% in just 8 months.
- $17 Million annual savings achieved through a corporate invoice auditing program.
- 24% profit improvement over targets via strategic financial oversight.
- $20 Million supplier diversity initiative led, enhancing procurement equity.
- $264 Million budget managed in current role at PSECU.
- $8 Billion+ in assets overseen at PSECU, serving over 600K members.
- Leadership & Scale - Led finance and procurement teams of up to 24 members, including 8 direct reports.
- Managed multiple budgets simultaneously totaling over $260 Million across roles.
- Directed enterprise-wide implementations like SAP Ariba and Concur for global process optimization.
Retail
Financial Services
Task:
It was an organization that was very steeped in its history, but also fairly set its ways, so there was some resistance to change. Also, there was a very lose financial structure in which most areas were used to spending and initiating projects as they wanted with little-to-no rigor.
Activity:
I positioned myself as an advisor to the Executive Leadership Team on opportunities to free up resources and reduce costs on process optimization and was a thought leader in establishing a Financial Planning & Analysis function, creating a process for budgeting and forecasting and making the Business Units partners in expense control via published goals.
Case Study
Building Smarter Growth: Creating a Scalable Financial Framework at PSECU
Situation:
PSECU has been planning its growth objectives to reach and exceed the $10B mark, but its operating expenses as a percentage of assets managed were growing too fast to be sustainable. It was currently at 7% and projected to grow to 9%. We need to change this so that costs won’t grow exponentially as the organization grows.
Results:
Implemented several process efficiencies around the organization such as supplies ordering, access management, and reporting as well as set targets for the 2024 fiscal year to manage opex spending. Also, renegotiated several key contracts to account for future growth, turning some variable costs into fixed costs. Ultimately, in 2024 opex is forecasted to be at 5% of assets managed.
Task:
Everyone was trying to meet their objectives to grow or optimize their part of the business, so people felt a sense of pressure to get their projects started quickly, most times after very little vetting and no real alignment on how to measure success.
Activity:
Partnered with the head of Finance and the head of EPMO to establish a spend lifecycle project called Enterprise Portfolio Alignment. It was a collaborative workstream that created a single point of entry for project requests and created visibility to all stakeholders and decision makers. It took several months to pull together and socialize with the organization and the Executive Leadership Team.
Case Study
Aligning Projects for Strategic Impact
Situation:
The rapid change and growth of the organization cause there to be an overload of projects in the pipeline for the project management team (EPMO) to manage. There was no due diligence regarding the spend and we were potentially trying to change too much at once. Also, there was no planning process that extended beyond the current year.
Results:
This resulted in an advance project planning process that used a standard business case to develop standards around project approval, resourcing, and prioritization. It also accounted for time needed for vendor selection and negotiation, and legal review. This created a 3-year planned investment pipeline that was used to manage opex spend, ensure strategic imperatives were prioritized, projects had the appropriate due diligence before implementation, and that “success” was clearly defined, with annual follow ups on performance.
Task:
I didn’t have additional approved funds to help manage the issue…e.g., domestic production, air freight, etc. So, I had to come up with a way to ensure availability and on-time delivery without significantly increasing costs.
Activity:
I communicated the challenges we were facing with the executive team and explained the options for what we could control, like order quantity and ordering much farther in advance, and things we couldn’t control, like supply chain congestion and natural disasters. This helped them understand the full scope of the process and helped them make decisions and plan accordingly.
Case Study
Strengthening Supply Chains Through Strategy
Situation:
COVID exposed the fragility of the global supply chain. At the time I led the function that sourced all the supplies for our stores and the fixtures and finishes for our global real estate projects. Disruption in supply could have led to delayed store openings and lost sales.
Results:
Ultimately, I got approval to order quantities for a year at a time vs 6-8 months. Also, I created additional production relationships that still allowed us to primarily rely on off-shore production, but begin to utilize near-shoring and other alternate production locations more heavily, while expanding domestic production capability as a option to be used as necessary.
Task:
Budget constraints, hiring freezes, and competing priorities made it very difficult to add head count at all, let alone very quickly.
Activity:
Developed a methodology to calculate the time commitment at the Director, Manager, and Analyst level based on project type. We also factored in the time and effort required based on the complexity of the project. This established a baseline of resources needed to execute projects.
Case Study
Strategic Resourcing for Scalable Growth
Situation:
We began to open off-mall, large concept stores to compete with big box retailers. As our project mix and complexity changed, we ran into resource compression, with our teams struggling to keep up with the workload. We needed to find a way to adapt to the new demands of the business.
Results:
We ultimately got and communicated a better understanding of the staffing needs and adjusted full-time staff to handle baseline of projects and then used temporary staff augmentation and outsourcing to handle surges in projects. These costs were included in the project budgets going forward.
Testimonials
What People Say
“I can confidently say she is dynamic leader and innovative thinker within the retail industry. Jeunetta’s depth of expertise in consumer behavior, strategic retail operations, and brand positioning was evident throughout our program at the Fox School of Business, and she consistently demonstrated a forward-thinking approach to tackling business challenges. Jeunetta has a knack for translating complex strategies into actionable plans, always keeping the customer at the forefront. I witnessed firsthand her skill in blending data-driven insights with creative solutions—traits that make Jeunetta an invaluable asset.”
“In addition to applying her strong financial skills to improve the area, she worked hard to understand the business, developing relationships within and outside the organization to drive positive change. Her analytical, fact-driven negotiation style resulted in significant savings and improvements. When the opportunity came to promote her into the Director of Finance position, there was no hesitation, and she continued to add value in that role, supporting expense and capital execution for the several areas.”
Beyond The Office
