OVERVIEW:I was recruited and hired as COO to build and sustain best-in-class operations to support future growth; I was then promoted to President within 2 years. Led a team of 450+ across 4 facilities and multiple remote locations, reporting directly to the CEO. I oversaw all Medical, Pharmacy and Operations functions, with an emphasis on 4 strategic pillars: - Growth - Optimization - Patient/Product Experience - Leadership During my nearly four year tenure, I made a significant and lasting impact on the success of the organization in multiple areas.HIGHLIGHTS:★ Drove restructure of the business and eliminated a 9-figure total in expenses beginning in 2022 as profitability became the #1 focus.★ Delivered low 8-figure total in savings through negotiating deals to reduce office space post-pandemic.★ Partnered with CCO and CFO to build a 3-year strategic plan, prioritize strategic initiatives, and reorganize the operation.★ Led opening of a logistics facility; eliminated multiple 3PLs and reduced costs by ~30%.★ Opened and licensed an 85K sq. ft. non-sterile compounding pharmacy and fulfillment facility.★ Re-recruited the leadership team and key talent post-restructure, retaining 38 out of 40 directors. Hired key talent across Medical, Pharmacy and Operations functions from Senior Vice President to Senior Manager level.★ Enabled a 91% CSAT score for Customer Success, 92% CSAT score for Medical, and 84% score for employee engagement. ★ Implemented a multi-carrier, small parcel strategy to counter transportation cost increase and service reduction.★ Led multiple system implementations to support business scale.★ Navigated the pandemic as an essential business, operating 2 shifts 7 days a week with zero disruption in service to our patients.★ Served as a key partner in the launch of Agency, an anti-aging D2C skincare brand, and the launch of Curology in retail (Target and Amazon).

OVERVIEW:I was hired to leverage my leadership strength, commercial experience, digital/e-commerce background, and expertise in multiple functional areas to grow a world-class operation. Personally, I had to make the transition from my extensive large company experience to a small, lean tech start-up environment. In this role, I oversaw the supply of wine offered through Vivino's marketplace in over 17 countries, managing all operations and the customer experience for both buyers and sellers. Leading teams worldwide, with primary offices in 3 countries, remote offices in 17+ countries, and outsourced partners in Portugal and the Philippines, I reported to the CEO.I faced several goals and challenges in this position, including: - Matching wine supply with demand;- Optimizing and consolidating logistics and fulfillment services;- Overhauling the customer experience to improve both buyer and seller Net Promoter scores;- Improving overall profitability;- Expanding the global portfolio; and- Recruiting and hiring top talent.HIGHLIGHTS:★ Enabled Vivino’s best historical quarter ever in terms of sales and net revenue through building and instituting a robust commercial planning process for regular product promotions. Additionally, launched 2 new selling countries into the portfolio (Sweden and Brazil).★ Assumed additional responsibility within 5 months for Marketing, Finance, Legal, and HR due to abrupt change in C-suite leadership (all C-level leaders departed except 2 co-founders).★ Consolidated business verticals for sourcing and selling wine under a single team, as well as implemented a more data-driven approach to sourcing wine.★ Hired and onboarded 5 new team members at the leadership level in the first 90 days.

OVERVIEW:I was recruited and hired by my former supervisor at Old Navy to lead all aspects of the Strategy & Business Operations for an organization that generated a high 9-figure annual revenue total. Subsequently, my role was expanded to include Supply Chain, Allocations, eCommerce Operations, and Digital Experience functions. Initially, I focused on a 3-part goal of growing the business, building operational excellence, and serving as a strategic partner to the CEO and Executive Leadership Team. I then adjusted the focus towards expanding the organization through alternative paths against limited investments and other challenges.As a successful facilitator on a 7-member Executive Leadership Team, I served as a vital strategic partner to the organization’s CEO, managing a multimillion-dollar P&L and a team of over 300. Planning and executing the strategy for core functional areas, I co-owned the Peek Kids and LemonPop brands as well as created and managed all Board of Directors materials. Partners that I directly managed included Salesforce, IBM, FedEx, and LyonsCG among others.In a broad capacity, I acted as the interim Corporate Secretary, CMO, and CIO as needed in a fluid environment while serving as a member of the IT Steering Committee. Additionally, I worked jointly with the CEO, CFO, Board of Directors, private equity firm, investment banks, and other 3rd-party advisors on the IPO process for Charlotte Russe.

HIGHLIGHTS:★ Increased adjusted EBITDA by 57% on double-digit net sales growth in 3 years (12 consecutive quarters of store sales growth). Generated strong positive sales, gross margin, and adjusted EBITDA gains in low-growth market.★ Led digital innovation initiatives that included re-platforming commerce website, developing new native app, deploying order management and tax systems, and selecting new 3rd-party logistics and customer care partner – all within breakneck 8-month period.★ Achieved 5-year CAGR of 27%, 21% average annual sales growth and 8% conversion growth, 408% YOY CapEx reduction, 19% decrease on platform expenses, and 70% mobile site expense cut from digital solutions.★ Grew mobile and App to represent 75+% of traffic and over 50% of revenue post pre-platform, with 2.4M App downloads and 400K monthly active users.★ Achieved annual year-over-year 5+% favorability on mid 8-figure operating budget through zero new G&A net increases and cost avoidance while supporting 2 new brands and channel/unit growth.★ Reduced hanger costs by 59% through nationwide recycling and reuse program, air freight by 50+% through shift to ocean freight (zero interruption to service), store delivery times from 5 to 3 days, and overall transportation costs.★ Co-led acquisition of Peek Kids and guided company-wide integration efforts as well as managing many aspects of the newly-acquired business. Delivered positive profitability by year 2 of the brand’s 10-year history.★ Brought on top talent and maintained the lowest attrition rate in the company; promoted top-performing team member from Director to VP of Digital and facilitated multiple promotions at more junior levels.★ Developed CR’s 2020 Transformation agenda jointly with the CEO, Executive Leadership Team, and other key team members. Reduced operating expenses by an 8-figure total to prepare the organization for transformation of the business model.

OVERVIEW:I was recruited and hired by a former peer at the Gap Inc. and the Chairman of the Board/Private Equity Partner to oversee the Strategy & Planning operation. Soon after, I gained leadership of Allocations, Logistics, and Merchandise Planning. As the SVP, I directed teams in managing inventory (9-figure total) and the distribution of 12K unique products (~400 different suppliers to 130 locations across 3 states).An important challenge in this role was to grow the company from a 79-store to a 130-store organization in 5 years – while proving the portability of this specialty beverage store concept by expanding it beyond California. Working jointly with the President and CEO, we created the organization’s first strategic plan and annual operating budgets, as well as building a scalable and sustainable operations model.HIGHLIGHTS:★ Achieved 49% net sales growth, 65% store growth, and 58% gross profit increase, all within the same time period as a key contributor on the Executive Leadership Team.★ Developed and branded private label wine business that grew from zero to a mid 8-figure annual revenue total in under 3 years (30+% of the entire wine business, w/ 1000 bps spread in margin from branded wine) in a collaborative effort with the President and Wine Team.★ Created and executed business plan to enter 3rd state (Washington), subsequently contributing to the launch of multiple stores within the state.★ Built multiple partnerships to spur improvement and growth, including a leading global information and measurement company and a 3PL logistics partner.★ Enhanced the customer experience by instilling a renewed focus on promotional and holiday periods, localized products, and reduction of lost sales due to stock-outs.★ Led strategic technology investments that included JustEnough Demand Planning, Inventory Management/Replenishment, and Retek Pricing tools.★ Hired top outside talent and assembled/guided team for 2 new functional areas.

OVERVIEW:I was brought back to the Gap following my previously successful tenures with the company and its key brands. In this VP position, I led an interdisciplinary team of 25 in Operations, Finance and HR. Setting and executing the strategy for our core business operations, we focused our efforts on a 3-part goal of reversing brand under-performance, driving continual growth, and creating sustainable capabilities.HIGHLIGHTS:★ Reduced annual operating expenses by a 9-figure total while increasing margins and productivity by teaming with the President and CFO to build a sustainable business model. Led the complete redesign of the operating model, core processes, and overall organizational framework.

OVERVIEW:Between my tenure with Gap, I provided consulting services to the senior management teams of high-profile client companies. Leveraging expertise and support for strategic planning, change management, and business growth, I oversaw the development of business plans for each initiative, including the following: key objectives; resources needed; cost and timing factors; critical deliverables; success measurement; and impact assessment. As a Strategic Advisor, I created a series of standardized processes, tools, and policies to ensure the successful implementation of long-range strategies. Additionally, I collaborated with functional-area leads on strategy implementation and with HR team members on change management integration.HIGHLIGHTS:★ Consulted with the CEO and Executive Leadership Team of Chanel, Inc. to develop its first-ever 5-year growth plan for multiple U.S. businesses (Fashion, Fine Jewelry, Fragrance, Beauty).★ Opened up the potential for billion-dollar revenues over a 5-year period by collaborating with the President of Gap, Inc. Direct to build a customer relationship marketing strategy, including co-branding of credit card and Loyalty Rewards programs for all brands.★ Played critical role in effecting numerous organizational changes to strengthen global brand support and Shared Services areas (Finance, HR, Marketing, IT, Legal, Real Estate).★ Completed company-wide assessment on behalf of the Gap Inc. CEO to define role of Shared Services, recommending leadership, accountability, and business process modifications.

OVERVIEW:Senior Director – Business Development, Forth & Towne (2004-2005)Director – Business Development, Office of the President & CEO (2002-2004)I was interviewed and hired by the Gap’s new CEO & President following a direct recommendation from the CAO. I was tasked with developing the company’s new Forth & Towne brand (focused on an under-served “women-over-35” demographic). Developing and presenting a comprehensive business plan to the Gap, Inc. Board of Directors, I planned and managed an 8-figure development budget along with building the long-term P&L strategy. As Senior Director, I worked closely with the President and CFO in overseeing all aspects of the new brand, from executing the launch and developing the long-term operating plan to assembling the executive team and partner portfolio. To ensure full transparency and awareness of our progress, I created and presented updates quarterly regarding the state of the business to the Executive Leadership Team and Board of Directors.HIGHLIGHTS:★ Enabled an 8-figure value delivered to Gap Inc. shareholders by partnering with the SVP of the Treasury to lead renegotiation of private label credit card contract with General Electric.★ Led a series of game-changing initiatives that affected the entire organization, including: valuation of ethnic markets and the Personal Care business; full assessment of the organization and its business processes; and development and integration of a company-wide strategic planning process.★ Played key role in easing the transition for the new CEO by teaming with him on exploring, evaluating, and initiating strategic alternatives during his first 100 days on the job.★ Commended by the CEO of Gap Inc.: “You did a great job exploring the opportunity for the fourth brand…partnered extremely well with colleagues around the company…effectively worked both up and down the management chain, gaining trust from brand presidents, the CFO, and others in senior management.”

OVERVIEW:Director – Strategy & Business Development, Old Navy (2002)Senior Manager – Organization Development, Old Navy (2001-2002)I was promoted by the Brand President to the Director role in order to institute a formal Strategy function within the brand and pave the way for business expansion opportunities. Overseeing the long-range planning for the brand, including a significant shift in strategy, I delivered quarterly presentations to the Gap’s Board of Directors and prepared monthly business updates for the President of Old Navy. I led the team in the full-scale rollout of all brand initiatives through partnerships with interdisciplinary leaders to create growth and category extension plans. As a Senior Manager, I provided coaching and guidance to the President and executive team of Old Navy (EVP, SVP and VP level) for such areas as strategic planning, organization and leadership development, performance management and optimization, process reengineering, and communications.HIGHLIGHTS:★ Reversed 2-year period of declining sales in a joint effort with the Leadership Team, resulting in the 1st Gap brand to reach multi-billion-dollar sales along with a significant profit gain.★ Enabled the Leadership Team to evaluate new growth opportunities and implement fact-based decisions through a comprehensive, long-term plan.★ Paved the way for Old Navy’s entry into the Japan market by collaborating with cross-functional experts on comprehensive business plan approved by The Gap’s Board of Directors.★ Designed and led implementation of a global organization structure to support Gap businesses in Canada, Japan, and the U.K.

OVERVIEW:As a Consultant, I partnered with Fortune 500 and e-commerce clients across various industries, including: Retail Banking; High Tech/Communications; Media & Entertainment; Utilities; and Healthcare. This role was the starting point for my career, and it enabled me to gain valuable experience in managing and meeting the expectations of high-profile clients- each with unique needs.