Leading the base, markdown, clearance and pro pricing teams at Lowe’s Home Improvement. Lowe's Companies, Inc. (NYSE: LOW) is a FORTUNE® 50 home improvement company serving approximately 16 million customer transactions a week in the United States. With total fiscal year 2023 sales of more than $86 billion, Lowe's operates over 1,700 home improvement stores and employs approximately 300,000 associates.

Providing consulting and advisory services focusing on retail technology, marketing strategy, product storytelling, data & analytics, process improvement, organizational design, professional development and digital transformation.As Principal Consultant at Talvoti LLC, I’ve provided consulting and advisory services to clients in the retail sector inclusive of CEOs and senior executives from data & analytics companies and retail technology providers. I’ve served as a subject matter expert leveraging an extensive cross functional omnichannel retail background as an advisor on a wide range of retail, technology and organizational design topics.My consulting work has included: retail technology strategy, providing a retailer/customer perspective to retail facing data & technology providers, enhancing marketing messaging & product strategy, and enabling digital transformation.www.talvoti.com

Responsible for Price and Promotional Services, Omnichannel Item Life Cycle, Business Planning & Analytics, Business Systems and leading a team of 70+ in enabling local category, merchandising & pricing teams' success with data, tools & knowledge in support of customer centric execution. As part of Omnichannel Merchandising Support within Peapod Digital Labs, (the digital, e-commerce & commercial support company for Ahold Delhaize’s US banners) provided central shared services to US Banners. (2,000+ stores & e-commerce) -Business Planning & Analytics: Business partner to guide and assist in unlocking the analytic capabilities and insights available with tools inclusive of Power BI, MicroStrategy, and IRI -Price & Promo Services: Supporting Ahold Delhaize's great local brands in the US to effectively bring Omnichannel pricing & promotions strategies to life for their customers. -Omnichannel Item Life Cycle: Manage the item set up, product data quality, attribution, product images, and lifecycle process in support of brick & mortar, pickup & home delivery channels. -Business Systems: Liaise between business & IT to ensure merchandising, commercial & supply chain systems & tools meet evolving business needs. Responsible for business requirements gathering & User Acceptance Testing (UAT) as part of agile product management. Ahold Delhaize USA is the third-largest U.S. conventional supermarket retailer. Its businesses include the chains Stop & Shop, Giant Food, Giant/Martin’s, Food Lion and Hannaford, totaling 2,048 stores along the East Coast, extensive ecommerce delivery & pick up at store, plus online grocer FreshDirect; the Peapod Digital Labs e-commerce and digital innovation unit; the Retail Business Services (RBS) services arm; and Ahold Delhaize USA Supply Chain, the distribution and logistics division.

As Vice President of Category Management Services, fulfilled a critical role supporting the company’s US brands and Merchandising leadership using data analytics and insights gained from merchandising tools and systems to leverage scale while focusing on the specific needs of local markets. Effectively managed five direct reports and a team of 70+ professionals engaged in business analytics, business systems, data governance, item set up and unsaleable (reclaim, swell product exit strategy) while working closely with Category and other functional leaders across Ahold Delhaize’s five locally focused US Retail banners.-Unsaleables program delivered significant margin and bottom-line P&L benefits through a strategic cross functional collaborative approach inclusive of merchants, supply chain, analytics & CPG Vendor partners. -Created Data Governance business function and US Data Governance Council. Partnered with Privacy Officer co-leading review of all US customer data policies & practices.-Executive Sponsor for Merchandising Tools and Systems modernization inclusive of deploying a Product Master Data Management (MDM) system, building strategic data partnerships with technology vendors, product management and governance of enhancements to existing merchandising, supply chain & commercial systems. -Oversaw business analytics team responsible for delivery of training on the use of all analytics tools for business users inclusive of MicroStrategy, Power BI and IRI. Business Analytics performed data analysis in support of merchants, led transition from MicroStrategy to Power BI and coordinated senior leadership speakers from across the company on data focused speaker series. -Conference Speaker on the use of data analytics in retail industry, presented at NRF Big Show, GS1 Connect, and GroceryShop Conferences. Delivered a main stage keynote at the Category Management Association’s Conference in 2020 on Leadership by Developing People in an Omnichannel World

Primary Responsibilities include:1. Lead Merchandising Optimization inclusive of process improvement & training at Ahold USA2. Serve as Chief of Staff for Ahold USA Merchandising Strategy & Support3. Help lead the Commercial transformation and transition work as to merge Ahold USA and Delhaize America into the new US Brands of Ahold Delhaize and the RBS Commercial teams to support them. MERCHANDISING OPTIMIZATION:Lead Process Improvement, Systems and Tools, Technical Training, Trade Relations, Supplier Diversity, Vendor Council, Change Management and Events. -Business Lead for converting Giant Carlisle division's Ad Break from Sunday to Friday-Drove process improvement & simplification including redesign of promotional ad planning process. -Significantly improved visibility to certified diverse suppliers at half the cost of prior system. Drove +40% Diverse Spend vs. baseline. -Represented Merchandising on cross functional IT Roadmap budgeting & governance. -Implemented online Merchandising Knowledge Center as single consolidated repository for process reference and training materials. Created a series of training programs for merchandising.CHIEF OF STAFF- MERCHANDISING STRATEGY & SUPPORTChief of staff for the SVP of Merchandising Strategy & Support (MS&S), who leads a functional area that includes Assortment, Pricing, Promotions, Optimization, Sales & Initiatives. -Manage merchandising admin & capital budgets-Plan & execute town halls and emphasizing associate engagement and team development. -Drive KPI focus on building best in class support services and a culture of continuous improvement.-Participate in strategic planning work.COMMERCIAL TRANSFORMATION & TRANSITIONPart of core team leading the development, design and implementation merger work for Commercial.-Lead & coordinate across the US business inclusive of process design, organizational design, technology liaison between business & IT and people training & onboarding planning.

Create and sustain shrink strategy, and support execution across Ahold USA and our retail divisions. Proactive focus on identifying and correcting shrink exposure & sales reducing activity upstream before it impacts the stores. Drive organizational alignment and accountability for all shrink initiatives. Partner with divisions and key support areas on actions that improve shrink results and profitability while supporting sales growth and our goal of better every day.Accomplishments in this role include:-Development, measurement/business case and partnership with divisional AP Directors to implement an APA Refocus that shifted the role of the Asset Protection Associate (formerly Store Detectives) to focus on execution of key behaviors and indicators of shrink, lost sales & profits without negatively impacting catching shoplifters. -Business case and piloting of Lanehawk bottom of the basket solution which resulted in approval for deployment and a 90% reduction in shrink & lost sales from items going out under carts without being scanned in deployed stores-Revamped Passport to Profit and Non-Perishable Response Plan process to turn this audit into a proactive tool that focuses on the key actions and drivers of shrink performance controllable by execution in store. Moved the Passport out to 2-3 months prior to every store’s physical inventory to address opportunities far enough in advance so that actions taken will be in time to more immediately impact shrink results rather than as a reaction after physical results are already finalized.-Drove Dairy Markdown program through pilot testing and the Governance approval process to Implementation resulting in multi-million dollar incremental sales and improved sell through.-Deployment of Profitect prescriptive analytics shrink tool across all divisions. -Facilitated comprehensive Merchandising Shrink Assessment utilizing third party partner to analyze and compare processes and practices vs. industry best benchmarks.

• Promoted to newly created chief of staff role with the stand up of new central operations support organization for 750+ retail stores with $25 Billion in annual sales. Reported to SVP Store Strategy & Execution; managed admin budget, planned & led all associate town halls and engagement programs. Helped with development & implementing Good to Great “Plus One” culture across all stores and offices.• Responsible for all operations management and performance reporting across Retail Operations. Redesigned reporting, eliminated hundreds of duplicative reports and drove actionability of data.Drive simplicity & streamlining of reporting while eliminating non-value add reports across the Operations Support function. Ensure information sent out is actionable, aligns to operational priorities and ties in to execution of company strategy. Responsible for all operations management and performance reporting across newly reorganized Operations Support organization. - Make recommendations to the SVP SS&E, EVP US Operations, and Division Operations executives based on analysis of KPIs, performance trends and results in revenue, expense, and behavior metrics. Data driven identification of opportunities and tracking of operational execution across retail divisions vs. benchmarks. Owned reporting for key operational metrics performance. Supported Ad hoc and recurring insights, reporting and operational analytic needs.-Work cross functionally with finance, information management, merchandising and marketing as appropriate to develop common best practices and support the stores. - Served as chief of staff for SVP of Store Strategy & Execution during transition to new department structure. Duties included: department budgeting, associate engagement lead, and other functions as needed. - Liaison to Responsible Retailing (Sustainability) responsible for measurement of initiatives executed in the retail divisions.

Focused on driving costs out of the business, identifying opportunities to simplify processes and implementing solutions to minimize controllable expenses without negative impact on other organizational priorities. • Primary central leadership role in Ahold USA Retail responsible for expense cost evaluation of all store P&L expense lines; identified opportunities within $2.1 billion+ in annual cost lines.• Developed, implemented, and maintained multimillion dollar expense improvement programs for the Divisions to reduce controllable expenses; inclusive of: Inventory Reduction, Shrink, Price Accuracy, Tag Waste reduction, Push Items, Items per Bag, Store Supply Ordering, Manufacturer Coupons, and right sizing number of checkouts per store to optimize and reduce non-value-add capital spend ahead of companywide POS replacements.• Ad hoc analysis duties for EVP of US Retail Operations inclusive of providing operations perspective and analysis to complement reporting provided from Finance and Consumer Insights teams. Evolved into designing and providing KPI reporting to all levels of operations leadership (Presidents, SVPs, RVPs, Directors, Stores) and coordinating period P&L and operational performance review meetings where each Banner's executives presented results to the EVP, managed takeaways assigned.-Lead cross functional projects and analyze/identify opportunities for cost/expense reduction and increasing profitability. -Provide sales, margin & expense research, analysis and insights to the EVP US Operations, Retail Operations Support and divisional leadership teams. Coordinate reporting for key operational metrics performance. Supported Ad hoc and recurring reporting/analysis needs.

- As a Master Black Belt mentored Black Belts through successful completion of eleven DMAIC and Lean projects with average hard dollar benefits greater than $400,000 each. Worked to embed change and metric based approach into the business.-Lead analyst & project manager for development of a new Full Time Staffing model which delivered annual benefits >$10 million in savings and positive P&L impact to the business. -Reviewed statistical rigor of analysis performed by Black Belts and coached/trained new and experienced Black Belts through training, project work and workshops. -Performed extended ad hoc analysis for the business in areas such as Labor Relations, Shrink Reduction and Profitability.-Taught Certification Review classes and mentored multiple Black Belts through to Certified status.-Staffing Model that designed through special project work was durable and created at the store/department level using volume-based metrics. Worked closely with Division Labor Manager and senior Shaw’s Executives on developing and refining the model. Assisted District Managers and Human Resources leadership on implementation. -Served as Company’s Statistical Expert for successful Arbitration proceeding on a high dollar union grievance. Performed extensive labor and multi-year historical staffing analysis relating to the arbitration claim on 37 Union stores and testified to analysis.-Called upon to perform periodic ad hoc analysis for Division leadership.

• Skilled at leading cross functional multi-department/area teams through high value projects and managing business change. As a Black Belt delivered $9.2 Million+ hard dollar project benefits.• Projects included: Increase PYO Bakery Sales, Reduce Pharmacy Bonus Units (OT) as a % of Pharmacy Pay, Increase Cracker Sales, Full Time/Part Time Ratio Staffing Mix & PT OT reduction. Reduce Shop the World (Specialty Grocery) Shrink Increase Gift Card Mall Commissions by 40%._______________________________________________________________________________________________________________-As a Black Belt mastered DMAIC methodology and utilized Sigma Lean techniques in completing a variety of projects in areas such as staffing/HR, Labor, Pharmacy, Sales and Shrink reduction. -Broadened knowledge of the industry and had the opportunity to interact with associates from many different levels within the business and from multiple Supervalu banners across the country. -Facilitated cross functional teams of associates through project work. Integrated “Voice of the Customer” feedback from functional experts and associates from Vice Presidents down to front line new hires with detailed statistical analysis to maximize impact and sustainability of project improvements.

-Managed between 100-200 employees, six to eight subordinate Department Managers and between $15MM and $39MM in annual sales. Served in five diverse locations with differing clienteles.-Supervised all day to day operations of the business and assisted Store Director with short and long term planning, labor & performance management, policy execution, audit and financial planning functions. -Oversee hiring, disciplinary action and associate development. Extensive personnel and inventory management responsibilities. Managed in both a union and non union environment.

Served in various capacities of increasing responsibility. These included roles overseeing store operations as a Night Relief Manager and HR functions as a Human Resources Administrator, Checkout, Produce, Grocery, Meat and other duties across the store.