Lead a team dedicated to transforming our go to market strategy for Fresh Foods and Demand Chain. Focused on aligning our long-term strategy with the design and construction of advanced Food Manufacturing and Distribution facilities that will enhance the products/support we provide our stores on a day to day basis.

• Lead a five-member team supporting the national fresh food business system consisting of 29 facilities that produce products, on a daily basis, for 8,000 stores (410M yearly units, $390M yearly expense).• Lead an eight-member team of Quality Assurance professionals responsible for enterprise: food quality, food safety, regulatory compliance, crisis management, nutritional and labeling compliance.• Facilitated the relocation of four production facilities that reduced costs and increased product assortment.• Negotiated eleven partner contracts challenging the status quo to make contracts more beneficial for SEI• Partner with local commissary operators to translate customer demand into manufacturing capability to create: high quality, differentiated, and affordable products. • Established a holistic network planning matrix outlining key areas of opportunity and/or risk.

• Managed a five-member team supporting Merchandise, Fuel Operations, Demand Chain, Marketing, Omni-Channel, General Counsel, and Asset Protection Leadership.• Owner of all revenue (Merchandise and Fuel) P&L lines during: annual budget, mid-year planning, long-range planning, and bi-monthly forecasts (8,600 stores, $26B revenue).• Provided daily support to the Chief Merchandising Officer on sales and expense opportunities.• Drove merchandise budget planning process to align high-level organizational goals, category strategy, and store-level targets into one cohesive plan. • Partnered with FP&A team in company-wide capital process to ensure the correct mix of revenue generating, store growth, and KTLO/Regulatory projects while maintaining acceptable ROIC ($1.3B)

• Supported the Vice President of Fuel Operations to drive the profitability of the fuel organization ($980M)• Created a dynamic model to analyze each fuel site in the network to gain cross functional alignment when allocating the Fuel Operations capital budget ($70M)• Developed comprehensive fuel brand analysis to simplify network and consolidate brand partners

• Responsible for all Daily, Weekly, Monthly Merchandise performance reporting • Coordinated with senior leadership to monitor sales performance, build mid-year forecasts, and budget. • Created a cohesive reporting structure to drive monthly success routine and identify areas of opportunity

• Led the annual financial planning process for sixteen facilities with a specific focus on the financial impact of supply chain strategic initiatives on the manufacturing cost section of the P&L.

• Traveled to each manufacturing and corporate finance business unit to understand day to day operations • Assisted in the preparation of forecasts, budgets, and developing various high-level financial reports.