Amanda Scheer, Mba Email and Phone Number

SCALING AND WORKFORCE PLANNING•Scaled operations to include multiple time zones to be able to handle explosive (7X) growth. Led company-wide process inventory to assess and re-engineer each team's operational processes. Identified need for total KYC overhaul and reorg, resulting in saving 30% onboarding time with fewer errors and 50% less expense.LEADERSHIP AND MANAGEMENT•Grew Business Operations org from 7 to 15 total people. Led 3 managers heading the fraud, payments, and loan operations groups comprising 15 analysts. Biz Ops performed nearly every transaction on and off the platform. Through dynamic leadership, I hired, mentored, developed, and guided a team of analysts to efficiently process day-to-day operations. Promoted 2 analysts to associates and 3 analysts to Sr. Analysts.RISK MANAGEMENT AND PROCESS OPTIMIZATION•Organized systematic assessment and review of all Ops processes resulting in the creation of 10 SOPs. Designed, developed, implemented and monitored comprehensive process flows.Authored, executed, and maintained ops policies and procedures. Revamped processes creating safer, faster and more cost-efficient withdrawal process.AUTOMATION•Introduced and implemented a process improvement effort that leveraged automation utilizing Retool and Alteryx resulting in over 130 hours monthly of capacity gain and a significant reduction of expense. Also resulted in faster turnaround times and improved quality of work output.

CROSS-FUNCTIONAL PARTNERSHIP•Partnered, mitigated risks and managed deliverables across product, legal, regulatory, customer service, digital, marketing, strategy and communications teams in both EMEA land at HQ to launch new country operations in Portugal and Czechia on time, in a changing and challenging regulatory environment.ANALYTICAL PROBLEM SOLVING•Developed new product launch transition plan by analyzing inventory, potential revenues and manufacturing capabilities. New product rollout launched on time with no out of stock or excess inventory risks. Evaluated strategic and economic cost-benefit of business initiatives and delivered recommendations to senior leadership and regional commercial markets across EMEA.

BUSINESS STRATEGY AND OOPERATIONS•Developed strategy and led the launch of operations in Portugal and Czechia from initial concept to sales representing 10% of JUUL’s global market footprint. Country launches generated $20M+ in first year revenue. Collaborated with country GMs to create and deliver commercial strategy. PROJECT MANAGEMENT•Orchestrated end-to-end project management across 4 countries and multiple functions for new country launches. Created, drove alignment and executed GTM strategy for country launches by partnering with senior leadership and critical stakeholders. Influenced without authority to successfully ship 35+ SKUs at launch.

Forte Fellow

MARKETING STRATEGY AND INNOVATION•Developed targeted marketing materials aimed at two key segments (patients and health care providers) to promote awareness and trial of the new loaner tablet program to accompany newly launched myBETAapp (patient support app that works with Betaseron drug-device combination). PROCESS ORIENTED•Formalized and mapped logistical processes for distributing new loaner tablet from warehouse to patients. Created process flows (Visio) to guide key stakeholders in identifying eligible patients enabling faster onboarding of patients and providers.

INVENTORY MANAGEMENT AND OPTIMIZATION•Automated, streamlined, and standardized inventory management across 13 categories. Resulted in 56% reduction in clearance inventory and a 7% increase in clearance margin.INNOVATION•Engineered new suite of reporting that illustrated change in sales performance vs. heat mapped trends (e.g. vendor change, category performance). Trained buying team to be self-sufficient with the tool in their business reporting and data driven decision making. Tool was recognized and endorsed by CEO and CFO.

STRATEGIC PLANNING•Evaluated weekly performance on KPIs and created action plans for contemporary furniture team. Revenue growth outpaced that of the overall furniture team by 10% during this time (QoQ). Projected quarterly sales plans for two buying teams within furniture division; exceeded both plans’ targets. PROCESS OPTIMIZATION•Created first ever event optimization analysis template. Used by entire furniture planning team, resulting in ~20% increase in total event sales and greater productivity.RISK ANALYSIS•Used decision tree analysis to create company’s first risk mitigation model when projecting how much proprietary product to buy. Enabled data-driven decision making in a situation with uncertainty in order to offer a more robust product offering to the customer with minimal risk.

ANALYTICAL THINKING• Analyzed sales history to identify winning products to reorder as well as poor performing items to discount/liquidate - led to a 10% increase in margin quarter over quarter.