Client: Financial Services | Deliverable: Three Year Strategy Development Led and partnered with client to develop 3-year strategy for enterprise Portfolio Management Office. Developed four-phase approach to completing team’s vision, value proposition, customer profile, high-level 3 year strategy roadmap, 2024 strategy roadmap, capabilities assessment, change assessment by portfolio, operating model development and design, and implementation plan.Client: Agriculture | Three Year Strategy DevelopmentPartnered with Slalom’s London S2 group to develop 3 year strategy roadmap, including components of an operating model. Led development of Ways of Working. Co-created and co-facilitated strategy development workshops with Senior Leaders. Developed gap analysis and provided direction on priorities and areas of focus.

Client: Global Medical Provider | Deliverable: Operational Strategy Transformation Led a team to develop an assessment of current state strategy, create network specific profiles, and analyze future state operating model tenets in order to design a strategy implementation road map based on client prioritization. Team then assessed change impact to current state and provided key insights on a change strategy to customize solutions per network to enable transformation.

• Managed the product replenishment network’s effectiveness by setting clear program objectives, analyzing data, driving operational efficiency, and delivering results in a timely manner to ensure future sales are met• Gathered key business insights by using data analytics to create a sustainable risk model to highlight potential issues six months ahead of current planning cycles, allowing cross functional teams the ability to strategically plan more effectively and deliver solutions before deadline• Facilitated weekly key stakeholder meetings and provided coaching to ensure mitigation tactics are on schedule and to assess open risks, decisions, and dependencies amongst cross-functional teams• Influenced efficiencies with innovative solutions into the replenishment network to ensure transition was deliberate and strategically executed at network scale• Partnered with Finance to create program specific budgets, forecasted sales (in dollars), and presented Business Case for budget approval (averaged ~$10M per project)• Reviewed Network Operations Quarterly Consensus Demand Plan to align stakeholders on quarterly goals, expectations, program deliverables, open risks, and risk management. Presented quarterly outcomes to Senior Leaders and key stakeholders

• Managed the implementation of a store sortation project which required new product design logic, automation integration, and physical installation of automated sorters in 5 distribution centers across the network, netting Target ~$4.7M in annual savings• Developed an Operational Onboarding Plan to close the gap within new process implementation and management of that new process. Created new standardized management routines to aid in sustainable daily operational execution• Coached Senior Leaders on the necessity of integrating the “people” aspect when activating a new project. This led to adding one additional headcount to Activation Teams to ensure projects included “how” to manage new process in run state business operations.• Facilitated weekly project CFT meetings to ensure project was tracking to budget, timing, assessing open risks and key decisions• Co-created a Labor model that was built in with ramp plan to give building’s insight on hiring needs by ramp phase. Developed close relationships with labor analysts to incorporate changes into long term staffing models for more sustainable labor modeling in the future.• Built a high-level view of competing technology priorities within Network Operations which were conflicting one another. This view pushed tech teams to gain alignment on prioritization and vocalize risk to the project timeline which ultimately led to the delay of project expansion. • Travelled often to activation sites to ensure process design teams, project teams, and field operations teams understood project plan, implementation, and operational integration. Coached and mentored run state owners on Change Management techniques to be able to scale project

• Managed the design and implementation of two new operational nodes to the existing Network Operations while maintaining a $24M budget• Designed new operational processes in two test centers to account for a decrease in end-to-end processing time (cycle time) from 36 hours to 5 hours. Test solutions have proven to successfully produce a 12 hour cycle time in Phase One.• Design innovative solution with a capacity to process 250k units per day leveraging a Single Flow Process (operational efficiency) in Phase Two with automation integration. Phase One was able to yield 100k units per day on a goal of 75k using a manual solution.• Scale design solution from servicing 5 stores in Phase One to 16 stores in Phase Two.• Team patented new Store Put Away Design solution which allowed Store Put Away in test markets to decrease from 12 hours to 1 hour. In addition, new patent design decreased Safety Incidents by 12%.• Write and Publish Project Charters for Phase Two of Receive and Flow Center Test Center Projects to key end-to-end Stakeholders. • Write Project Narratives with estimated budgets for Phase Two for approval to Executive Team.• Create Value Stream Mapping of new process designs for total run state operations and present to key stakeholders.• Lead Story Mapping Sessions via Agile methodology with 14 other Initiative Teams to align on Goals, Timelines, key stakeholders, and Execution Strategy. • Hosted Daily Stand Ups, Backlog Refinement, Backlog Retro, and Sprint Review for all key stakeholders and Project Managers.• Travelled frequently to North East Test Centers to ensure proper execution of Projects and alignment with Building Teams.

• Responsible for all daily, weekly, and long-term operations staffing and production planning for Target’s highest volume Distribution center. Analyzed past trends to predict changes in volume forecasts, staffing, and specialized events to meet customer demand.• Planned to hit key performance indicators such as building budgets ($28M), wage rate, subtotal variance, cartons per hour, cost per carton, and fixed expenses.• Worked extensively with Senior Operation Managers to combat total building loss of $127k due to department productivity. Created Action Plan and developed metrics to hold Operational Managers accountable to daily/weekly/monthly Goals. • Identified needs to hire for Building’s hourly staff based on forecasted volumes, change in productivity, attrition, and other external factors (i.e. system upgrades which would decrease operational time). • In 2015, hired 180 hourly employees to building staff and plan to hire 507 hourly staff in 2016, making me responsible for planning for 886 hourly workers and 57 Operation Managers. • Built comprehensive and dynamic plans to combat attrition (<8%) and wage rate throughout the year by utilizing flex staffing, which includes temporary workers, seasonal workers, and full time employees and have constantly hit 18% flex utilization goal. • Established strong relationships with HQ partners and other buildings to ensure the building is implementing sustainable lean strategies and driving continuous improvement. • Aside from operational planning and staffing, worked as the liaison between Senior Executives and Operational Managers. Duties included mentoring, coaching, teaching, and developing Operational Managers.

• Managed 35-40 employees for the Mini Load and Packing Department. • All duties include but not limited to scheduling, planning, budgeting ($3.7M), training, and overseeing daily operations for the department. • Successfully revamped under-performing department to meet daily expectation goals (+22% improvement) consistently by strategically managing talent and maximizing productivity. • Head of the department’s Best Practice and compliance committee. • Conducted research on maximizing throughput into automated system and successfully rolled out the new process to entire building by presenting to the executive team and leading the training. • Active member of C.A.R.E committee, which enables Target to keep a fast, fun, and friendly company culture. Planned and successfully hosted the Annual All Team Member event, which comprised of 400 attendees. • Coordinated, promoted, and led this year’s Annual Breast Cancer Walk within our building and other buildings in the market.