Expanded scope in 2024 adding Corporate FP&A and Corporate Finance responsibilities to my existing Operations and Customer Service Finance organizations.

Lead Operations Finance supporting the COO and Customer Service Finance supporting the Chief Customer Care Officer for Chewy. This includes international and domestic inbound freight to move inventory from our vendors to fulfillment centers, the operating and capital expense for 12 core and 5 Rx fulfillment centers, freight and packaging cost for delivering from our fulfillment centers to customers, our inventory, and the variable and fixed operating expenses for our Team Members answering customer calls, emails, and chats.• Transformed freight and packaging modelling to utilize operational inputs instead of run rate analysis. This allowed for faster identification of defects and opportunities in our cost structure and we were able to influence savings of $28M in higher rates of direct injection to last mile delivery stations, lower middle mile costs through sourcing optimization, and reduced packaging and supply costs. • Implemented the Chewy Labor Management System as the sole source of truth for FC productivity data and began the forecasting and planning process improvements to consume this more granular view of productivity. Since implementation, we have been able to more quickly to identify productivity opportunities and drive accountability with our business partners resulting in $7M of productivity rate improvements. • Completed the first Chewy Corporate payroll and G&A cost consolidated annual operating plan. Lead an analysis of our historical corporate payroll and G&A cost structure and proposed targets for FY24. To date we have completed actions that will saved $9M in FY23 and another $14M in FY24. • Executive sponsor for the creation of Accounting and Finance specific Onboarding content for our new Team Members as well as the creation of Finance Career Level Functional Competencies to help guide Team Members in creating development plans and measuring their performance.

Expanded role in 2021. Our team partnered with business leaders to design and operate the Transportation supply chain for domestic outbound deliveries in the US, EU, and Canada, the international supply chain for imports and exports across the world, and leads the FP&A function to consolidate the costs for outbound deliveries and inventory imports. • Using granular Transportation data influenced network design of how FCs were connected to Sort Centers to our Last Mile carriers. For the national package network, influenced a shift from air modes and third party end to end transportation to internal hub to hub network connected to internal or third party last mile. This saved $2B between 2019 and 2022. Further helped tune this network through connectivity defect identification and further analysis to optimize the hub to hub flows saving an additional $400MM.• Global Mile was a start up business within Amazon, generating revenue, and owning packages across borders. Drove the design and execution of the automation within systems to ensure accuracy of accounts receivable and collection, accurate accounting flows within corporate structure, and correct manifesting of costs from third party logistics service providers. • Executive sponsor for Women in Finance Nashville chapter launch and for the Transportation Finance Leadership Institute. These programs helped develop and train our teams and provided for a better employee experience across Operations. Extended the Operations Finance Rotation Program, Trailblazers, and the Leadership Expansion and Development Program from Fulfillment Centers only into Transportation Finance benefiting more of our future leaders and providing resources for these teams.

Transitioned to Transportation to lead the US, EU, and Canada GTS Finance team supporting Transportation Supply Chain capacity planning, network design and engineering, and network execution as well as consolidation and reporting for total Transportation costs. • Created the Operations investment model for the costs of moving core Prime offering to 1 Day in the US and EU. Tracked on-going, actual investment to the business case and partnered across Operations to save $100MM on the $3.3B planned investment through tuning and efficiency efforts.• Partnering with Transportation Procurement teams drove analysis and strategic negotiations to secure new agreements with UPS and USPS preserving customer experience and reducing costs by over $2B. • Launched technology products for consolidation of Transportation costs across Amazon divisions to create the single source of truth for planning, forecasting, and actuals. The consolidation product allowed full country Transportation cost bridging between any scenario in 5 minutes. This product saved hundreds of hours for financial analysts across Transportation. Also launched a technology product that allocated costs from every Amazon Transportation division to the package level providing package size, distance, mode, and delivery geography density details to measure end to end package process path and compare tactical and strategic choices.

Promoted to Director and was the Finance leader for all US Fulfillment Center Operations supporting the VP of US FC Operations. • Created mechanisms to drive fixed and variable cost productivity across the US network. At launch US FCs saved $37MM year over year in 2015 in total fixed plus variable costs through productivity savings and cost out activities. Generated 2% forecast accuracy through improvement of local forecasting tools and methodologies and improved auditing mechanisms of forecasts submitted. • Extended focus of FC Finance teams to impact Transportation cost resulting in first year savings of $45MM through ship in own container testing and enablement, aligning FC ship capacity to demand more closely, and auditing of SLAs and arrival times of intra-network shipments to improve reactive arc bind rate.• Directly drove $21MM of cost savings through an increase in full time direct hiring of hourly associates, elimination of legacy stow practices in automated FCs, and through Finance SME fixed cost out.• Created Operations Finance Rotational Program to attract top tier undergraduate Financial Analysts. Launched the first two cohorts and have created a 2 year rotational program structure to enable rapid learning and development. Created the Trailblazer Program to bring top talent Operations leaders into Finance for one year rotations to accelerate their development to General Manager.

Regional Manager and Production Planning Leader - Mar 2014-Feb 2015Finance for Midwest and Southeast regions of US Ops and led Production Planning Team (PPT) for North America. Partner for Director of Ops and 25 FCs. • $31MM of year on year cost savings. Supported through finance team member cost out goals providing organizational focus and establishment of network Finance SMEs to drive benchmarking and initiative tracking.• Defined roles and responsibilities for PPT, created planning guidelines that defined the methodology, and executed the labor plans. This resulted in executing hiring throughout the year and 82K peak seasonal associates, improved customer experience by reduced fast track limits, and $15MM of productivity savings.Senior Manager, FP&A, Capital, Real Estate - Mar 2013 – Mar 2014 Consolidated and managed the cost of the North American FCs. Total budget $3.3B. • Network saved $25M year on year. Supported this through enhancements in granularity of financials, new exempt headcount reporting tools resulting in beating plan by $11MM, and created new benchmark reporting to help drive the $84M of productivity savings in 2013. • Created new tools and processes that resulted in 1.3% forecast accuracy for variable expense and 1.8% for fixed expense. Created new standard field and central team cadence and implemented business reviews.Regional Manager - Mar 2011 – Mar 2013Controller for Northeast US Ops. Business partner for 2 Regional Directors and region included 13 fulfillment centers.

Budget, forecast, and track actual fixed and variable costs for Amazon.com fulfillment centers in Lexington, KY, Carlyle, PA, and Lewisberry, PA. Total budget under control of $85MM for 2009, $105MM for 2010. ◦ Beat 2009 profit plan budget by $6.1M total fixed and variable cost and 2010 profit plan by $5.7M. This was accomplished through driving Lean principles via Kaizen on the shop floor and strategic fixed cost savings initiatives including Equipment upgrades ($250K in savings), optimal packaging utilization ($200K of savings), and Rental equipment elimination ($150K savings).◦ Achieved a 1.9% forecast accuracy rate for FY2009 and 2.5% for FY2010. This was accomplished via improved modeling tools.◦ Implemented standard Financial Results reporting packages for the North American FC Finance network. This package included reporting of fixed, variable cost and headcount comparing actual to both budget and forecast. ◦ Completed an analysis that demonstrated the North American fulfillment network maintained too low of a backlog of WIP in the pre-Thanksgiving season resulting in wasted capacity at Thanksgiving and $4M of Overtime costs incurred pre-Thanksgiving.

Budget, forecast, and track actual fixed and variable costs for the Lexington, KY Amazon.com fulfillment center. Total budget under control of $50MM for 2008. ◦ Created new FC labor planning model that has allowed for closer forecasting of needed labor, easier to use interface, and detailed daily capacity model. Because of the precision of the model, the LEX1 building has been able to reduce hiring Christmas over Christmas by 560 heads at a savings of $560K in total costs.◦ Lead Transshipment Stow Kaizen that resulted in an increase in the fully burdened productivity rates from 180 uph to 205 uph. This result will save an estimated $625K on an annual basis for LEX1.

Own all aspects of safety, quality, output, and cost for Inbound operations and Vendor Returns operations in LEX1 fulfillment center in Lexington, KY. ◦ Implemented TEKHO process paths in LEX1 building Christmas 2007. This included adding storage, creating Case Receive and Replen processes. ◦ Drove Transshipment stow process change that resulted in increased fully burdened productivity rates from 150 uph to 180 uph. This result will save an estimated $750K on an annualized basis for LEX1.◦ Lead Case Receive Kaizen activity that resulted in increased fully burdened productivity rates from 18 cph to 25 cph. This result will save an estimated $170k on an annualized basis.Site leadership for Jewelry fulfillment operations in SDF2 fulfillment center in Louisville, KY. SDF2 is responsible for all jewelry retail shipments, including jewelry manufacture. SDF2 is responsible for approximately 3,000 shipments per week. Lead a team of 2 managers and 12 associates.◦ Decreased variable cost per unit for facility from approximately $7.25 per unit to $5.15 per unit via implementation of operations strategy that reduced batch sizes to mimic continuous flow operation.

Served as an internal expert on Six Sigma, Theory of Constraints, Lean Manufacturing and project management. Matrix managed Blackbelt and Greenbelt project teams and participated in Leadership Steering Committee for project tollgate process. ◦ Completed projects that reduced order pick associate collision and near collision risk by an estimated 80% and reduced inventory record defects by 23%.◦ Served as Project Manager for Christmas 2006 for LEX1. Owned creation and execution of comprehensive building plan to accommodate a peak shipped volume of 355,000 shipments per day and 1.8 million shipments per week.

Owned all aspects of safety, quality, and output for Receive operations in LEX1 fulfillment center in Lexington, KY. Receive department responsible for approximately 1 million incoming units per week. Lead a team of 50 associates off-season and 125 associates in Christmas season.

10/2004 – 9/2005 – Lithography Operations Manager10/2002 – 10/2004 – Diffusion and Implant Operations ManagerManaged safety, quality, and output for Fab D1C photolithography, diffusion, and ion implant operations. Fab D1C was responsible for the development of the first high volume 300mm wafer and 90nm lithography manufacturing processes to produce Pentium, Centrino, and Core Duo processors. ◦ Owned factory Emergency Response Team to ensure OSHA compliance and full emergency readiness.◦ Received Intel Divisional Award for management of cross-functional etch/diffusion task force in response to end of line product quality issues. Quickly and effectively contained quality issue and established and implemented solutions in manufacturing processes.1/2002 – 10/2002 – Etch Operations ManagerManaged safety, quality, and output for Fab20 wet acid and dry gaseous etch operations. Fab20 was responsible for high volume manufacturing of 200mm wafer processes to produce Pentium processors.◦ Implemented a contingent workforce program with Kelly Temporary Services to enable factory to flex staffing to meet divisional production requirements and maintain labor cost under goal. 5/2001 – 1/2002 – Etch Operations ManagerManaged safety, quality and output for Fab23 wet acid and dry gaseous etch operations. Fab23 was responsible for high volume manufacturing of 200mm wafer processes to produce flash memory chips.◦ Received Intel Divisional Award for leadership of Fab23 team to implement training of non-exempt Area Coordinators. Lead cross-shift teams to identify manufacturing personnel to fulfill role, create training documentation, and execution of training and certification of Area Coordinators.