Supply chain operations
10 demand planning transformation experts
These ten supply chain planners have held demand planning, IBP or planning transformation roles whose titles or profiles describe changing how their companies forecast and plan. A reader can learn from them how to redesign a forecasting process, choose and roll out planning tools, and get commercial teams to trust a new forecast.
Professionals to explore
01—10Animesh Tewari
LinkedInExperience: Global Demand Planning and Digital transformation Lead · Unilever
Global Demand Planning and Digital transformation Lead at Unilever since 2025, and former Global Demand Planning Senior Manager at Unilever (2023–2025). The profile says the current role drives the global transformation agenda by designing and implementing integrated programs across S&OP, end-to-end supply chain planning and customer collaboration, partnering with regional markets.
Graeme Shepherd (he/him)
LinkedInExperience: Product Director, Supply Chain Demand Technology Transformation · GSK
Product Director, Supply Chain Demand Technology Transformation at GSK since 2024. Former Global Plan Excellence Demand Planning Director (2021–2023) and former Global Plan Excellence Demand Planning & IBP Manager (2018–2021) at The Estée Lauder Companies Inc. The profile describes a global demand and IBP (S&OP) director focused on the operational, technology development and transformational sides of the business, with change management and continuous improvement.
Jon Nichols
LinkedInExperience: Associate Director Global Demand Planning Center of Excellence · The Clorox Company
Associate Director Global Demand Planning Center of Excellence at The Clorox Company since 2023, and former Senior Manager - Demand Planning (2022–2023) and former Manager - Demand Planning Team (2021–2022) at Clorox. The profile describes driving demand planning, IBP and enterprise planning transformations, and leading large centralized planning teams through operating model redesigns, AI-enabled forecasting adoption and S&OP maturity advancements.
Marc Martínez Cibeira
LinkedInExperience: Global Demand Planning & IBP Transformation Director · Danone
Former Global Demand Planning & IBP Transformation Director at Danone (2022–2025), and Global E2E Supply Chain Planning Transformation Director at Danone since 2025. The profile says the current role leads the end-to-end transformation of supply chain planning at Danone, with a global scope across all categories and geographies, including the design and deployment of integrated processes. Former Europe Demand Planning Head at Danone (2017–2021).
Naveed Shaikh
LinkedInExperience: Global Demand Planning & Digital Transformation Sr Manager · Unilever
Global Demand Planning & Digital Transformation Sr Manager at Unilever since 2021, and former Head of Demand Planning & S&OP - Gulf Markets at Unilever (2019–2021). Other Unilever roles shown include Supply Planning & Logistics Manager (2015–2019) and Gulf Demand Planning Asst. Manager (2011–2013). The profile summary describes leading end-to-end supply chain transformations and leveraging digital innovation.
Olga Galchenko
LinkedInExperience: Head of Demand Planning · METRO AG
Former Head of Demand Planning at METRO AG (2024–2025) and former Demand Planning & Automation Manager at X5 (2022–2024). The profile describes leading high-impact forecasting initiatives, driving digital transformation including ML tools, and establishing collaborative planning processes such as S&OP in retail and FMCG. Other roles shown include Senior Specialist Excess Inventory Management & Ecommerce Planning at Oriflame Cosmetics (2018–2022).
Piotr Jasiński
LinkedInExperience: Director of Demand Planning & Analytics · Carlsberg Group
Director of Demand Planning & Analytics at Carlsberg Group since 2025, and former Global Senior End-to-End Supply Chain Planning Manager (2022–2025) and former Global Senior Manager Digital & Supply Chain Excellence (2018–2022) at Carlsberg Group. The profile says he leads global supply chain transformations that blend advanced analytics, practical operations and scalable systems.
Rachel McCaw
LinkedInExperience: Vice President, Business Transformation, Global Supply Chain o9 and S 4 HANA · Mondelēz International
Vice President, Business Transformation, Global Supply Chain o9 and S 4 HANA at Mondelēz International since 2024, and former Sr Director Global Demand Planning and IBP at Mondelēz International (2021–2024). The profile says she is leading one of the world's largest combined SAP S/4 HANA and o9 implementations for global supply chain, including supply chain planning. Former Director of Demand Planning at Mars Wrigley Confectionary (2013–2019).
Sheila Briguera
LinkedInExperience: Director, E2E Planning Transformation · Mondelēz International
Former Director, E2E Planning Transformation at Mondelēz International (2021–2023) and former Demand Planning and IBP Lead at Mondelēz International (2017–2020). She has been Sr. Director Integrated Business Planning at Mondelēz International since 2023. The profile cites skills in S&OP implementation, SAP APO, IBP and business planning process improvement in the food production industry.
Tanya Adkins, MBA, CPIM
LinkedInExperience: Director, Demand Planning and IBP · Compana Pet Brands
Director, Demand Planning and IBP at Compana Pet Brands since 2026, former Senior Manager, Demand Planning at Krispy Kreme (2022–2026) and former IBP Demand Manager at The Campbell's Company (2020–2022). The profile says she helps organizations transform planning into a strategic business capability by designing planning methodologies, inventory strategies and decision-making frameworks, and that she has led demand planning, supply planning and IBP organizations.
Choose the right perspective
Match the scope of the person's transformation work to yours, since a global multi-category program and a single-market process redesign call for different experience. If your change centers on a new planning platform, favor people whose roles name the system rollout; for process and operating model questions, favor those who led demand planning teams or centers of excellence.
Questions to take into the conversation
- 01What did you change first in the demand planning process, and how did you measure whether forecast accuracy and bias improved?
- 02How did you choose and roll out new planning software, and what would you do differently in the rollout?
- 03How did you get sales, marketing and finance to adopt the consensus forecast instead of building their own numbers?
About this directory
This is a professional research starting point based on business profile data retrieved on . Titles and companies reflect that source snapshot and may describe past or present roles. Check the linked profiles for current details. Inclusion does not imply Instant Expert membership or availability.
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