• Directed 12 DC’s across the region, $2.5B in revenue, 2.2M lines per month, and over 1400 team members. • Financials: ~$160M operating budget. FY16 to 17 achieved $4M reduction in opex, FY17 to 18 achieved $11M opex improvement• Led 12 major integration/consolidation events with approximately $ 600MM in total revenue shift and achieved ROI of $100MM+ on the PSS and MSD acquisitions.• Took ownership of struggling peers DC: Restructured leadership, reduced OT by 60%, increased EOS by 241% YOY (MMS Denver 24-58%).• Executed gap closure initiative resulting in over $400k in savings• Executed multiple delivery model events resulting in over $600k in savings• Implemented LMS in 9 DC’s netting $1.5M+ in labor savings• DPMO reduction of 41% YOY, OT reduction of 43% YOY• #1 Region in safety performance with a SPI score of 99.4% (FY19)• Aided in design, build, training and successful go-live of a new tier 1 warehouse DC in Glendale, IL and tier 2 warehouse in Rogers, MN.• Created a leadership development program for all people leaders in the region to build better engagement, trust with their teams and create a hunger for execution and growth. • Led my team from the front through the 2020 COVID pandemic. Connected hearts and minds to our mission, plugged emotions into “what we do matters” and created passion to meet the mission to serve our communities and save lives.

• PSS was a medical surgical supply and services organization, acquired by McKesson in 2013.• Directed PSS's largest and most profitable region. #1 in net income % to plan 2 out of 3 years• Regional leadership across 4 facilities and 300 team members including customer service, AR, warehouse, biomedical and transportation teams• Consolidated aging DC resulting in ~$1M opex reduction• Implemented Our Brands conversion initiative resulting in over $1M in GP growth FY13.• Executed multiple Lean events resulting in thousands of hours of OT reduction in the region and a better experience for our customers• Spearheaded action plan in New Orleans after hurricane Isaac- DC was fully functional less than 48 hours after significant storm impact• Built a culture focused on trust, growth and excellence in execution

• Owned operations SOX controls, SOP development, was the primary interface between field DC's and all corporate departments and helped build and implement go forward strategies with the senior ops and operations excellence teams• Integral part of the integration, education, and execution of PSS’s Lean implementation strategy • Spearheaded private brand conversion initiative with marketing partner resulting in over $6M in annualized GP growth• Mentored and developed operations associates for next level responsibilities and key roles in operations leadership

• Executed DC turn around by tenaciously focusing on accountability, execution, and ownership• Increased net income by 179% in one year (FY’06 1.8M, FY’07 $3.3M) via opex improvements, inventory control, fraud elimination and team development • $400k reduction in inventory shrink • Restructured leadership- right people in the right places• Identified and corrected multiple compliance exceptions, fraud, theft, and process deficient areas • Earned PSS’s highest honor as an Eagle Award recipient• Earned selection to the Operations Excellence Team 2 years in a row

Diagnostic Imaging Supplies and Services• Directed AR collections for the entire SourceOne AR portfolio. Full ownership for $150 million average monthly AR balance, 36k bill-to customers, a team of 39 collectors, senior management reporting, cash forecasting, P&L management, and overseeing an ERP conversion• Reduced total AR > 60 by $10 million (39%) • Successfully planned and executed the consolidation of 9 regional business offices to the Corporate HQ two months ahead of integration timeline• Hired and trained 18 corporate new hires to replace 34 field collectors, while maintaining DSO and increasing cash flow• Drafted and implemented AR escalation, credit hold, write-off, and credit approval policies• Implemented companywide lean changes for process deficient areas increasing customer service levels and cash flow

Diagnostic Imaging Supplies and Services • Responsibilities included customer service, AR, AP, distribution, full P&L ownership, budgeting, equipment installation, HR, payroll, and inventory management. • Pivoted struggling DC, moving from negative profit and lowest performer to top 5 in 2 years.• Executed DC turnaround and increased profitability by over 200% in two years: FY ‘00 ($795k) to FY ‘02 $916k in net income. • Executed operational efficiencies and effectively managed opex resulting in exceeding ’02 net profit expectations by $465K• Reduced AR balances to a credit balance > 120 with over 60 and 90 percentages of 6.93% and -.13% respectively • Inspired a culture focused on trust, execution and growth.• Recognized as Top 100 Leader in PSSWM