Select client engagements include:Led a cross-functional team of over 40 individuals, including engineers, designers, agronomists, and business analysts, to develop and launch a minimum viable product (MVP) for an ag-tech start-up, resulting in the acquisition of ~50K acres under management in less than 8 monthsLed exit planning and preparation process for a ~$100M PE portfolio company, developing rapid roadmap to deliver >10% EBITDA improvements through both cost reduction and new growth opportunitiesFormulated new hunting ground strategy for a >$3B AUM PE fund launching a new fund, defining market map and trends, identifying platform opportunities, and potential bolt-on acquisitionsEvaluated purchasing and vendor management processes of a national $60B+ grocery retailer, resulting in annual procurement savings of $50M (>20% savings vs. historic client results of 3-5%)Developed strategy and implementation plan for the launch of a new 3PL business unit to help a leading B2B distributor avoid bankruptcy and deliver $100M+ in run-rate revenue and $50-60M in run rate EBITDA potentialAdditional experience in process and org. design, capability building and agile operating model deployment

Conducted 20+ comprehensive buy and sell side due diligence reports in diverse industries, including consumer goods, industrials, automotive, business services, and TMT, providing key insights that informed successful transactionsHeaded 5+ growth strategy initiatives for middle market PE portfolio companies, identifying >$1B in potential value creation opportunities and delivering actionable recommendations for implementationManaged post-merger integration for PE-owned technology distribution companies, driving 15%+ in acquisition synergies and delivering on integration milestones ahead of schedule

Interviewed industry experts, benchmarked competitors and developed comprehensive case studies to guide a Fortune 500 apparel portfolio company in developing internal knowledge sharing and collaboration capabilitiesRecommended tangible actions to improve the retail and customer marketing effectiveness for a Fortune 500 toy company by identifying industry best practices and performing competitive benchmarking

Led team efforts to develop a model to predict and optimize staffing and inventory changes as a result of distribution center store realignments and change in distribution strategies resulting in annual labor savings of over $150MCreated and persuaded senior management to adopt a SKU optimization strategy that reduced SKU count in impacted categories by 46%, resulting in reinvestment of over $32M, $1.2M in markdown savings, and $2M in incremental sales annuallyManaged a cross functional team of 8 to deliver on Target’s inventory stock goals for its 2012 and 2013 new store openings as well as to create and implement new division new store best practices resulting in double digit improvements in new store inventory levelsReceived division award for negotiating vendor inventory strategies to maintain market leading growth and number one market share in shoe care despite a store shelf space reduction of over 30%Promoted 4 times in 4 years

Led cross-functional efforts to benchmark competitive products, interview consumers and perform market analysis to identify new product opportunities for the company. Analysis led to introduction of three new products to mass retailCollaborated with six overseas vendors to create and implement new product development and lead time schedules, resulting in a three week reduction to historical development lead-timesOversaw development of personal security product line with an international, cross-functional team and vendorSelected to represent company at 2010 Consumer Electronics Show in Las Vegas, generating more sales leads than any other company representative at the show