● In this hybrid role with the onus of Product dev and Ops accountability, I created and led global buyer GTM strategy inclusive of new market entrance, core business ops, ancillary and third party product sales, and P&L responsibilities.● Led $300M in incremental margin [board] commitments through strategic programs to reimagine IAA’s wholesale EV sales platform, core product monetization strategy, and considerable tech debt enhancements. I had accountability for all visioning, P&L responsibilities, FP&A budgeting & forecasting, ERP, and executive readouts.● Created visioning, ROI/IRR modeling, and led product development (internal & external vendors), execution, and operations of greenfield global 3PL/4PL logistics products spanning 47 countries and 40+ 3PL providers in concert with IAA’s Customer Experience team. The project was inclusive of 20+ global contract negotiations including SaaS, professional services, domestic & international vendors, and was profitable year 1 by returning $19M Rev and $2.85M margin. Created vendor SLA’s and controls to uphold contract obligations and conducted quarterly QBRs with all vendors. Additionally, Operations and Financial data visualization was built within PowerBI and I built and led a collocated global ops team from 0-18 in 6mos.

● Led $7M in annual Run/Grow/KTLO budget from product ideation to sunset.● Championed product innovation through agile methodologies, client & stakeholder forums, outside-in product discovery, and collaboration with market intelligence & research teams to create seamless products across multiple business groups with the same client base. ● Owned new Vendor facing mobile app creation and launch via best shore development and professional services to support more than 250k individual users. The app served as a “load booking” and settlement tool for logistics carriers that included geofencing loads/tracking, pricing, communication/support, and claims management functionality.● Led business case creation, visioning, and funding efforts for core TMS replatform with $25M spend. Initial pricing strategy revamp realized $9M Rev & 18% margin lift across core auto logistics business.

● Led a 150+ person 3PL/4PL organization responsible for $450M in Rev attached to the movement of 2.4M vehicles annually. The team managed the enterprise relationships associated with each vehicle, the management of 3k+ carriers via SLAs and routine meetings, and operated in unison with Cox’s accounting, claims, and wholesale automotive business, Manheim, to provide excellent service to end clients.● Actively collaborated with Sr. Exec level stakeholders on legacy product and services enhancements and conducted P&L readouts on new strategic initiatives within legacy infrastructure.● Drove pragmatic program planning, execution, SMART goals, and communication with Lean Six Sigma and Kaizen methodologies for continuous improvement.● Migrated data from stagnant Excel files to dynamic data visualization utilizing Tableau for a holistic view of all operation and pricing functions.

● Ground floor role in building asset procurement and divestiture model for Uber to augment their demand(+) vs. supply(-) problem. I created end-end reconditioning standards for the entirety of Uber’s fleet and managed the complete life cycle of 38,000+ fleet vehicles (procurement to disposal) leased to Uber drivers.● Acted as an analyst to create actionable insights derived from Uber’s supply hours, churn of assets, costs of doing business, rebalancing of fleet, and as a low headcount division, wear the many hats required to scale a green field business.● Owned the allocation and stewardship of $1B in VC funding for procurement of assets, OpEx expenses, marketing collateral, procurement of dealership space, and all associated expenses until divestiture of assets.● Operationalized nationwide wholesale auction infrastructure to dispose of churned assets, resulting in $32M+ in gross revenue in the first quarter of operations.● Negotiated, managed, and executed contracts realizing $11M+ in annual spend.

● Responsible for generating both Net New Revenue and Renewals● Key partnered accounts: American Airlines, Dr Pepper Snapple Group, PepsiCo, Sabre● Instrumental in building a “Digital Selling Org” from the ground floor● Operationalized and lead multiple SaaS, BCRS, DevOp, and Cloud Transformation projects ● Grew sales funnel 21%--$5.2M ● Averaged 76% add-on close rate● 109% of $2.1M quota

● #1 department in exceeding forecasted growth in store● Implemented and utilized KPIs to communicate expectations, develop, coach, and praise● Managed retail space via planograms and inspirational displays.● Handled customer care issues proactively and diligently to bolster customer retention.● Coordinated with buyers and merchandisers to stock high turn - high margin products based on inventory turnover and market demand.