As an Area Manager, I lead the optimization of a same-day delivery grocery fulfillment center, lever-aging leadership principles to drive success. Through a blended approach, I consistently improve UPH and TPH, directly impacting operational performance and growth. By prioritizing a culture of ex-cellence and accountability, I continue to deliver VCPU under goal and maintain BIC SLI scores. My leadership is characterized by a focus on people development and empowerment, fostering a collabo-rative environment for continued process improvement and implementation, with projects reaching across the WW AGL network including JP and NA. This approach ensures a seamless integration of quality, safety, engagement, and productivity, resulting in measurable achievements and tangible accomplishments.- Development of internal talent to Operations supervisor, Area manager roles across multiple business lines.- Key collaborator across multiple network initiatives across EU, JP and NA- Primary contributor in implementation and roll out of Project Parachute, winner of 2024 WWAG Online Performance & innovation Prize 2024, to be rolled out across EU and NA de-livering site specific records:ULO5: record weekly units per hour (UPH) of 67.5 wk7 ’24 growing to 69.9 wk11 ‘24UUK3: record throughout per hour (TPH) 120.8 Nov ‘23 increasing to 125 Dec ‘23- Network roll out of Categorisation stow strategy Q1 through Q3 2023, now implemented across EU, Japan and North America sites- Key collaborator in implementation and execution of CI inbound process, rolled out across AGL EU, Japan and North America as SOP for inbound processes – leading to, $640,000 saving PA on current volumes- Primary partner - AGL Utilisation Optimisation for L&E. Launching new plan of record (POR) assumptions across AGL new site launches. New configurations will see a 12% gain in actual utilization vs previous POR assumptions.

• Spearheaded new business initiatives by overseeing product knowledge, engagement, and customer journey for 105 key independent kitchen retail accounts.• Achieved significant growth in sales attachment and volume through behavioral improve-ments and category knowledge.• Cultivated strong customer relationships with senior leadership teams, influencing the sales force customer journey using various training methods.Key Accomplishment: - 22% growth in LFL sales volume Q1 Jan - Mar 2020- CTF (profitability) growth of 8% Q1 Jan - Mar 2020- Average unit sales growth LFL of 1.2 from 4.8 to 6.0 Q1 Jan - Mar 2020

• Directed operations of eight stores, ensuring outstanding customer service and driving reve-nue growth.• Developed regional structures/processes, driving EBITDA/revenue growth through sustaina-ble profit.• Enhanced customer journey experience by delivering exceptional service and managing vari-ous business operations, including harmonisation of CC debt and P&L accountabilityKey Accomplishment: - Elevated sales of products or services to potential customers that resulted in increased revenue of 31% and 10% growth in EBITDA.

• Led teams across various sites, achieving year-over-year growth and strong LFL sales.• Improved store performance and reduced stock loss by managing accurate inventory levels.• Reduced additional expenditure by minimizing payroll expenses and facilitated recruitment and people development.• Facilitated recruitment, training and people development from sales consultant through to General Manager, encompassing talent identification and career path planning for the region.Key Accomplishments: - Recorded (at peak) postpay conversion 21.2%, sales conversation 100%, growth NPS/WCSS YOY over 92%, and year on year EBITDA growth.- Grew engagement scores to 92% NPS and LFL sales growth 2012 -2018 of 50% to 145 units per week- LFL sales growth 2012 - 2018 to 7540 units per year