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Extensive leadership experience in all aspects of retail operations and general management. Proven track record in bringing value to an organization through: innovation, strategic planning, expense reduction, systems implementation and process change. A versatile and passionate leader of change. A team builder, committed to the delivery of quantifiable results.• Store Operations • Workforce Management & Store Systems • Process/Productivity Improvement• Design/Construction - Project Management

- P&L responsibility for a chain of Pharmacy Stores, with over 1400 employees in Five Districts. Responsibilities included Real Estate and development of new stores. • Reorganized the Operations Department to create performance metrics and accountability for District Managers. • Designed Best Practices for Operations Program to improve store performance in Front End Operations and Back of House Functions. Implemented “Mystery Shop” Program to improve customer service. • Managed the implementation of the “Grid 2” designed new prototype store remodel project. • Improved P&L performance by 150 basis points in two years by re-structuring payroll allocations • Piloted new Time & Attendance software in preparation for Automated scheduling to achieve future 5% productivity improvement • Supported roll-out of New POS system to enable Loyalty Card roll-out• Added Home Health Care Categories (DME) to all stores. • Expanded food market offering in all stores

Director of Continuous Improvement (Operations) (2001-2004)Led the Corporate Continuous Improvement Department, (reporting to the COO) focused on retail process improvements (Guest Service, Sales, Productivity) and cost reduction across all divisions of the company. Built cross-functional team to act as internal consulting group and drive P&L performance.• Created a comprehensive labor management and budget strategy using earned hours approach to leverage payroll performance.• Designed initiatives to improve service levels and drive sales cost effectively. Increased sales per labor hour by 5%.• Delivered $70MM of annualized savings cost effectively without the use of outside consultants.• Introduced redesigned work sampling and Guest Observation methods to allow for creation of updated labor standards and benchmark comparisons to industry's best performers.

Director of International Operations (1995 – 2001)Responsible for Store Planning, Industrial Buying, Store Design and Construction, Operations and Labor Management. Engaged from the inception of the Toys "R" Us International Division. Trusted advisor to the President of the Division and to the Presidents of the International Subsidiaries. Key player in the growth of one of the first true Global retail companies to over 500 stores.• Conducted review and approval of Capital Expenditure projects totally up to $60 MM annually (new stores, remodel and re-locations) for International HQ using EVA model.• Deployed automated “Labor Management System" to the International markets, resulting in savings of up to 8% of payroll expense.• Implemented improved work sampling and time study methods to create historical and cross-divisional productivity metrics.• Expanded logistical support of International Division to include Store Design and Construction Department. • Pioneered “small store” designs as well as combination Toys "R" Us and Babies "R" Us Stores to improve return per foot and reduce occupancy costs.• Designed fixtures to achieve “Prototype” look while allowing for reduced weight and cube. Saved nearly $6MM fixture and freight expense over 3 years.• Led restructuring effort to close non-performing stores and/or to downsize underperforming stores to improve profit, contributing to record performance of Toys "R" Us International from 2000 to 2002