Responsible for facilitating bottoms-up capacity collection and analysis for the Central Super Region. Surfacing escalations, guiding discussions with stations and IC planners, diving deep into station and regional metrics, acting a liaison between OTR Planning, lateral and upstream stakeholders, and providing escalation support as needed to surface risk • Created capacity reduction analysis to identify areas of opportunity within each site in North America. Capacity reduction analysis was then used to secure upside intraweek and forward looking to ensure sites mitigated volume deviations from NA trans commitments• Created a dashboard to highlight part time vs full time drivers for each station in North America. This was used to help identify long term risk and identify where we have poor hiring practices within each region• Created original platform to understand daily/weekly ADHOC capacity usage and the impact it has on overall site capacity within the network. This analysis was then absorbed into weekly planning models to ensure a site is not at risk to ship plan due to late arriving volume• Created dashboard to highlight delivery service providers (DSPs) reductions from prior week planning as well as intraweek. Dashboard is used to identify capacity misses as a result of DSPs deviation from the plan and allow for more pointed conversations on how capacity is going to be course correct forward looking

Responsible for leading, developing, and engaging a team of area managers in the on road delivery operations for AMZL to ensure that customer shipments were meeting customer promise. Strong emphasis on coaching and mentoring of area managers to instill standard work to drive operational performance as well as promoting a safe working culture for the associates working in the facility and on the road. Responsible for escalating network level callouts with senior leadership for all sites and actioning out countermeasures to ensure realized issues were being addressed. Weekly meetings held with network planning teams to ensure capacity was being accurately captured and discrepencies were escalated to protect cusomter promise. • Helped drive on road safety standards within Chicago region to improve FICO scores from mid 700s to 800+ (above benchmark)• Created RGU breakdown process to better improve on road deliveries for drivers despite increases in package density. Process rolled out regionally to stations seeking support• Created DT staffing quip during peak and prime to better understand on road risk within stations that looked at DA route ratio as well as vehicle type impacts due to volume density shifts per service type• Helped to develop and promote three L6 OPS to L7 senior managers with more structured daily cadence, project/PPO adoption, and overall building metric improvement• South Chicago talent champion for 2021/2022 to help appropriately allocate staffing throughout the region. Reduced overall site overstaffing from 150% in 2021 to 117% in 2022• Created new standard process around monthly calibration audit to drive sites to 85% compliance with less than 500 BPS delta between station and field audits

Responsible for leading, developing, and engaging a team of area managers in the on road delivery operations for AMZL to ensure that customer shipments were meeting customer promise. Strong emphasis on coaching and mentoring of area managers to instill standard work to drive operational performance as well as promoting a safe working culture for the associates working in the facility and on the road. Responsible for escalating network level callouts with senior leadership for all sites and actioning out countermeasures to ensure realized issues were being addressed. Weekly meetings held with network planning teams to ensure capacity was being accurately captured and discrepencies were escalated to protect cusomter promise. • Helped bridge planning gaps at all sites and identified opportunity to improve same day delivery by preserving shared flex pools• Set safety standards at DDT2 to improve DVCR (safety metrics), seat belt compliance, and IAQ. Previously bottom 5 in the network before standards were rolled out• Improved relationship between UTR and OTR to tackle grey areas and action out items to each team to improve the operation as a whole• Helped to develop and promote three L4 AMs to L5 AMs with more structured daily cadence and standard work• Increased on time dispatch from 18% to 90%+ with new standard work, staging lot flow, and indirect roll assignments• Improved loadout for DSPs by having DSPs utilize their device as opposed to their pick sheet to reduce package handling

Responsible for leading, developing, and engaging a team of area managers in the outbound fulfillmet center process to ensure that customer shipments were meeting customer promise. Strong emphasis on coaching and mentoring of area managers to instill standard work to drive operational performance as well as promoting a safe working culture for the associates working in the facility. Additionally responsible for shift planning and rate assumptions to determine staffing to efficiently process all customer shipments that need to be processed during the shift. • POC for jam slayer program to identify mechanical constraints impacting operational efficiency• Helped to develop flow standards with outside partners to standardize across all shifts to reduce associate downtime and increase processing capacity• Associate Safety Committee proxy to facilitate safety escalations and action out through each department to improve associate safety within the building• Onboarded and developed 3 new external AMs and created standard work for each to use to track gaps in engagement and process knowledge • POC for dock rollouts that included back spiral octopus lanes, cart A/B sorts, and flat sorter optimization layout changes

Responsible for leading and developing a team of 20+ associates to ensure that customer orders are being fulfilled. In charge of devolping daily labor plans and executing to that plan while also bridinging any deviations that contribute to defficiencies in the shift. Also responsible for ensuring that each area is a safe environment to work in, identifying and leading process initiatives, addressing any and all associate concerns, as well as coming up with ways to keep the team interested and engaged.• Lead in identifying and standardizing all dock metrics rolled out in 2017• Main FC POC for 43” stackable gaylords initiative to improve overall trailer utilization • Increased dock staging locations by 15% to improve overall container scan compliance• Worked to identify and implement new picking strategies with the introduction to central flow• Created a more even distribution/efficient way to sort batchy rebin carts while using dual rebin. Increased overall pack rates and eliminated cherry picking within the department• Rolled out 65” gaylords to the FC network to increase trailer utilization for an annual savings of $44 million• Main outbound dock lead for DTW1 launch in August 2018