Responsible for ALL operations of the company. Leading multiple work streams and multiple projects, while also managing multiple teams. Led a team of 25+ employees to support the entire employee population. Partnered with company ownership on strategic direction while also keeping a focus on the day-to-day business. Primary responsibilities included: • CIO as part of the COO function -Led all aspects of IT including: Strategic Planning, New Release (Both Internal and External) -Improved release cycle by 50% -Decreased defects by 35% through optimizing testing strategy -Reduced IT expenses by 37% on an annualized basis• Managed all staffing, sourcing, scheduling, recruiting, onboarding, support, payroll, HR, Billing, and contract management• Improved company operational efficiencies by 35% • Over $100K reduction in overtime expenses on an annualized basis• Client facing executive to support the sales team (Sales Operations) -Closed the 3 largest accounts in company history that increased revenue $5M+• Liaison to the 3rd party Professional Employer Organization (PEO) for HR, Benefits, Payroll, and Workers Comp -Resulted in a projected 20% expense reduction for 2017 • Program Manager on all critical projects and initiatives including: -Centralized Hotel booking for travel – Reduced booking time by 50% and cost reduction of 20% -Renegotiated Drug Screen and Background Check contracts for field employees – Reduced Drug Screen expenses by 30%• Implemented employee process for hiring, performance management and reviews

Responsible for developing, leading, and managing the execution and deployment of large scale corporate strategic initiatives while being the primary support for all aspects of the Store Development Team. Responsible for all business process improvements and redesigns related to Store Development. Specific primary responsibilities included:• Program Manager and central contact for all aspects of the $100M+ Store Renovation Program -Program was under budget each of the 4 years• Responsible for all process improvement and change management within Store Development organization -Introduced new renovation process that decreased project timeline by 4 days • Owner of all 3rd party vendor relationships, which included managing a $20M budget -Negotiated expense reduction of $5M on 3rd party labor• Scheduled resources and projects for all 1,500 + store projects per year -Annual savings of ~$500K in travel on optimized schedule• Responsible for issue resolution on 1,500+ annual projects and up to 50 concurrent projects per week -Improved Customer support return time by 60%• Saved $3M on reuse of store fixtures with field survey team• Responsible for all field communications to 150-member Store Development team

While reporting directly to the CFO and Program Sponsor, led the company’s largest strategic initiative with a $7M budget for year one and over $25M for the multi-year effort. • Managed a team of project managers and work-stream leaders (both Business and Technical) to ensure success with Business Transformation effort and Technology (Oracle ERP) delivery• Managed resources, both internal and external, including key stakeholder management

Served as lead Director to plan, build, and deploy new technology across the enterprise. Key projects and responsibilities included:• Owned strategic road mapping effort for the Finance business function which led to Oracle ERP initiative• Worked directly with the CFO and core senior leadership team to craft a 5-year vision and transformational roadmap -Included both technical and functional roadmap plan -Used to build ROI for Oracle ERP implementation and achieved support to gain approval for business process reengineering effort

Liaison for 7 company Senior Executives and 65% of Family Dollar lines of business. While managing an annual budget of $7M – $10M, maintained a large and diverse portfolio of programs and dozens of projects, including business-change management efforts. Led solution delivery, deployment, and support, for all Corporate Back Office Systems for the following business areas: Finance, Internal Audit, Procurement, Legal, Loss Prevention, HR, Payroll, and Travel. Responsibilities included program management, staff leadership, mentoring, capacity planning, budgeting, IT strategic planning, business road mapping, TCO planning, business case authoring, and relationship management (internal and external). Accomplishments and successful project deliveries include:• Earned a promotion to direct a team of 6 managers and 50+ IT professionals, including Family Dollar associates, outsourcing/offshore partners as well as onsite consultants• Led multiple finance initiatives including payment processing work, deployment of company’s first OLAP Decision Support tool with SAP BPC • Delivered $2M ROI with the continued deployment for Procurement Spend Analytics • Implemented multiple solutions for Legal such as eVault for e-mail retention and eDiscovery, Tymetrix for matter management and billing • Led the successful deployment of dozens of Human Resource projects including, the outsourcing of Benefits, 401k processor changes, new Learning Management System, initial data warehouse work, job code expansion, and new store/corporate/DC bonus program and tools• Stakeholder in Project Aspire, which was the company’s large work force management projects -Responsible for core Payroll time keeping deployment to 6,500 stores with Kronos and subsequent upgrades• Successfully managed overall contract negotiations between Vendors and Family Dollar resulting in less spending on software and approximately 25% reduction in maintenance

Managed and owned all project delivery for relative Back Office systems and related projects while leading a team of 6 direct reports. Scope of responsibility increased from 1 line of business (Finance) to 7 lines of business. Key projects and accomplishments include:• Maintained a 99.9% uptime for company’s most critical Financial Systems for both reporting and revenue generation• Led Sales Audit team to ensure all transactional data from new Point of Sale systems mapped to corporate Sales Audit system• Deployment of application to accept new tenders (EBT Food, Coupons, as well as Credit and Gift Cards) to the then, 6,500 store chain. Subsequently owned all aspects of the Credit Tender in the Sales Audit system as well as the Payment Gateway and all financial system impactso Project was on time and under budget by ~12%• Managed the deployment of all HR and Payroll systems, including all changes to Vendors and 3rd party service providerso Cost savings of 10% across service providers with no service interruption to employees• Led eProcurement implementation that rolled out to Corporate, DC, and Storeso New systems and business process resulted in an expense savings of $1.5M annually• Supported all leasing and related accounting functions for our 7,000+ store environment, including upgrades to our Real Estate Lifecycle Management System (Accruent)• Owned implementation of the Telecom Expense system (Asentinel) to cut expenses in our enterprise telephone billing• Implemented a number of critical legal systems, such as Exterro, ClearWell, and Jordan Lawrence• All projects included building a project plan, gathering business requirements, review detailed designs, and test planning.

Project Manager on strategic corporate initiative focusing on implementation of payments transaction gateway. Led all areas from project inception to project completion, including contract negotiations and stakeholder management. Developed effective communication skills, through interaction with others in the organization as well as with vendors on a day-to-day basis. Detailed responsibilities included:• Administered critical project analysis; including project planning, charter, business requirements gathering, detailed design review, gap analysis reports, test strategy, test execution, cutover/deployment planning and overall implementation• Acted as resource manager for up to 5 direct reports and others across the IT matrix organization• Directed team members in task assignments and project objectives while in a lead role• Built relationships and owned key business and IT stakeholder’s relationships during all project phases, including senior management reporting for both CIO and CFO• Documented current business, IT processes and recommended improvements where necessary• Primary point of contact for vendor relationship

• Primary point of contact and user liaison for PeopleSoft Financials. • Responsible for all technology platforms related to PeopleSoft enterprise including AIX servers, NT Servers, Mainframe and Unix System Services.• Team lead on PeopleSoft General Ledger. Responsible for gathering all new business requirements, testing, and defect resolution.• Lead analyst for all Income Statement reporting for each store and corporate departments.• Lead multiple implementations and upgrades of PeopleSoft General Ledger 8.x, which utilized my Business Knowledge, batch understanding, VB Experience and Server Administration support.