• Act as finance and accounting member of executive leadership team for $1B pharmacy business unit. Perform analysis to determine revenue/cost identification and allocation. Provide recommendations to create operational and strategic initiatives in collaboration with executive management.• Improved monthly financial reporting by customizing section of standardized monthly package to include relevant and important information; provided timely and action-based insights.• Lead eight finance and nine accounting members through FP&A process, including performing annual budgets, forecasts, and long-term expectations; identify potential opportunity and evaluate mitigating measures.• Analyzed past expenses to identify areas of cost reduction, resulting in $40M reduction in cost containment; established sustainable business model and improved efficiency/operating metrics while increasing Key Performance Indicators (KPIs). • Develop and present financial packages to different levels within the organization; Board of Directors, C-level, Operations leadership, and management.• Lead team of seventeen Finance and Accounting professionals, including three directors, in providing strategic analytics and projections for executive team; ensure accurate book closings.• Decreased timeline from beginning of month-end close to forecast submission by 50% by encouraging finance and accounting teams to generate action plans earlier in month and setting specific deadlines. • Achieved 85% employee engagement survey score through establishing strong team mentality and hosting team building events. Accomplished highest score in organization and largest improvement in accounting department engagement score in over five years. • Spearheaded modeling to recommend wholesaler selection, resulting in $10M over three years.• Negotiated $2M recoupment from vendor after discovering discrepancies by leveraging data.

• Conducted financial analysis of $2.9B Dallas market performance to assist leadership in creation of strategic initiatives and long-term planning metrics for 310 stores. Saved $2M in run rate/labor costs by identifying locations with high overtime usage. • Projected future growth opportunity by performing financial evaluations of potential investments. Determined capital/labor needs, evaluated potential risk, and determined ROI needed for success. • Served as liaison between corporate leadership and market leadership to foster strong cross-functional relationships and ensure continuity of effective communication and decision making. • Created drill down reporting to drive accountability on key strategic initiatives, resulting in performance consistency in 10% of company. • Improved overall financial acumen of market and district leadership through financial presentations and individual strategic planning. Provided monthly group training sessions based on successful initiatives.

• Supervised daily responsibilities of four Merchandise Planning Analysts; led team in providing recommendations for Walgreen’s Merchandising Operations. Monitored member personal development and evaluated individual performance/goals. • Leveraged analytics to assist buyers, DMM/GMM, visual merchandising, format development, and store operations in developing product strategies for categories exceeding $4.5B in sales.• Worked collaboratively with Consumer Research, Customer Loyalty, Finance, Market Planning & Research, Supply Chain Management, and other business units to ensure success of daily operations.

• Facilitated upgrade of performance management processes, metrics, and systems. • Created and delivered clear and concise C-level presentations that simplified complex analysis into achievable company initiatives. • Improved communication consistency between site leaders and executive team members by identifying data source and developing information structures. • Led gathering, analysis, and documentation of information and performance standards to be deployed within international mining company.• Developed cost saving strategies resulting in $35M in expense savings or aerospace and defense contractor by assisting leadership with identifying significant cost saving opportunities. • Improved efficiency processes between an organization’s IT department, a third-party operation, and maintenance vendor by streamlining communication and establishing expectations for each entity.

• Generated annual sales forecasts for $300M division to maximize financial performance while minimizing inventory risk.• Reduced Q4 risk by $5M through creation and implementation of warehouse reduction strategy. Increased forecasting accuracy to minimize need to stock all inventory earlier in year; monitored and adjusted flow throughout season. • Established standardized communication format to encourage buying team to communicate more collaboratively and frequently with vendors. • Delivered inventory projections to 75 vendors with 92%+ accuracy. • Assisted in development, testing, and execution of new inventory demand and fulfillment systems; standardized system processes to drive results, resulting in creation of new best practices.

• Maximized retail sales through implementation of strategic initiatives in collaboration with buyers for 25 annual assortments. • Created and managed receipt/inventory plans for $120M business.• Utilized store ranking system to capitalize on $3M (3.2%) in seasonal opportunities. • Developed vendor template to improve efficiencies between merchants and vendors; template became company best method and was utilized with vendor base of $1.3B in sales.