Transitions can be tough – whether you’re looking to downsize, relocate or you’re trying to clear the home of someone who has passed. With Caring Transitions, you don’t have to do it alone. We are here to help you however we can, from space planning to packing and unpacking to estate liquidation. Caring Transitions of Mill Creek is your total solutions provider.Caring Transitions is the nation’s largest and most trusted provider of Senior transition solutions focused on 3 R’s: Relocation, Right-Sizing and Resale of household goods. We facilitate the entire move or manage only certain portions depending on clients needs. We serve seniors, families and anyone who is relocating by helping with their personal belongings. Our menu of services include:- Develop and execute transition plan- Declutter, organize and sort belongings- Inventory and photograph items- Advertise and manage estate sales or online auctions- Qualify & secure quotes from movers- Coordinate real estate agents and attorneys- Clear and clean home for closing- Pack and remove items for charitable donation- Create floor plan for new home- Pack, unpack and resettling services- Help dispose of other unwanted itemsOur company is licensed, bonded and insured. Owners hold CRTS (Certified Transition & Relocation Specialist).Caring Transitions is backed by a network of dedicated, caring experts and national business partners. Since 2006, we’ve completed over 20,000 projects across 240 offices nationwide. We are now available serving Mill Creek, Alderwood Manor, Canyon Park, Mountlake Terrace, Snohomish, Everett and the surrounding areas.

• Developed and launched Tableau dashboard to ingest AWS Services Demand [EC2, EBS, S3] providing insights to YoY, VoVand region/site level granularity. • Collaborated cross-functionally with Services Finance to deep dive rack landings and Whip TKErate, mix and CapEx impacts incorporating these metrics into the Services Demand Dashboard.• Led initiative to improve SLA/Lead Time critical path; owned project roadmap, ideation and project development through launchof forecasting NPV calculator to standardize lead time estimates, improve accuracy and drive decision-making for lead times• Reconciled positions delivered actuals and launched a Tableau dashboard to communicate positions delivered Whip TKE and critical KPI’s to various stakeholders• Extracted vast amounts of data to reconcile supply actuals for positions delivered Whip TKE and rack landings• Developed reporting for Executive leadership and other stakeholders to improve communication of team deliverables• Worked cross-functionally with business partners and various finance teams on strategic initiatives requiring TKE analyses andweekly reporting on financial status

• Settled $80M frame contract yielding a 43% reduction from last buy and captured a $39.6M opportunity to forecast • Completed $100M in long-term agreements and eliminated $15M risk through strategic sourcing and business considerations• Project managed 2015 grassroots forecast validation for 70+ suppliers in the Spirit/Triumph structures organization with 95% project completion by target deadline• Led Enterprise Strategy partnering for success (PFS) initiative for all Triumph sites; Project managed forecast cost reduction efforts for Triumph structures to meet $82M LRBP targets in 4Q15• Presented weekly financial impact statements to Executive-level management• Analyzed and obtained procurement authority for $750M in follow-on contracting activity• As forecast validation focal, created and improved processes to ensure compliance in daily efforts within the organization • Completed cost build-up estimates using supplier-provided rates and factors; Material OH, Manufacturing OH, DC, VC, Profit • Identified and communicated risks and opportunities to forecast with approval from Directors and Executive-level management • Updated forecast planning tool with contracted risks and opportunities ensuring proper coding of accounting business unit • Negotiated contract pricing with various suppliers to achieve internal targets for all sustaining and derivative airplane programs

• Settled over $41M in long-term agreement contracting activity, averaging 7% risk mitigation from supplier assertion• Identified and communicated risks and opportunities to forecast with approval from Directors and Executive-level management• Completed cost estimates using supplier-provided rates and factors; Material OH, Manufacturing OH, DC, VC, P&L• Updated forecast planning tool with contracting risks and opportunities ensuring proper coding of accounting business unit• Negotiated contract pricing with various suppliers to achieve internal targets for all sustaining and derivative airplane programs

• Generated $63K in total sales revenue from outbound cold calling and other lead generation opportunities• Prospected, qualified and closed new business with realtors nationwide• Identified opportunities for existing clients; maintained less than 1% cancellation rate through coaching and training• Provided exemplary customer service/relationship management and consultative selling

• Accountable for $20M portfolio for Litter, Birdseed, Sanitation, Hard Goods and Small Animal Categories• Formulated a strategic initiative to increase sales in commodities and birdseed by 25% in the 4th Quarter• Managed Animal Supply Co. product assortment, promotions, pricing, gross profit and category performance• Reviewed weekly KPI’s; drafted action plans to improve metrics, reviewed past performance for efficiency• Improved Buyer Fill Rate of 96.5%, target weeks of inventory on hand, write-off $'s and total inventory investment• Developed and organized promotions, forecasting and business plans with ASC Sales and Marketing teams• Analyzed market trends, identified new vendors, launched new programs to support the Independent Retailer • Attended semi-annual Tradeshows, seeking out new products and expanding category selection• Monthly ride-a-long with outside Sales team to stay abreast of customer feedback and current market trends• Improve Animal Supply Co. product variety and increase gross profit % on both exclusive brands and external product• Manage margin through effective inbound freight savings, pre-price increase buying and creative vendor negotiations to pass-through savings for customer base

• Developed business plan for a new market and launched Woodinville Tasting Room from the ground up• Attained 15% increase above sales forecast in grand opening tasting room sales extended to month-over-month increases• Managed and executed strategic marketing campaigns including Social Media and targeted B2C emailing• Coordinated all event logistics including private events, vendor communication, staffing, rentals, and wine selection• Oversaw, coached and educated Tasting Room staff in all areas pertaining to wine knowledge and sales• Database management and analysis. • Managed club activities to ensure exceptional customer engagement, delivery of brand messaging.• Responsible for club marketing materials and club communication including wine release notifications & newsletter development. • Created and implement new club member recruitment and retention programs. • Developed and implemented ways to measure member satisfaction. • Acted as the first point of contact for club members related to their membership. • Day to day management of tasting room operations and retail store sales. • Inventory management & control for wines and retail store supplies.

• Managed $40M sporting goods category sales with a 12% increase in gross revenue• Analyzed sales data improving product selection by eliminating slow-moving inventory• Reviewed performance and reconciled accounts for 100+ vendors• Forecasted sales projections and implemented promotional calendar to increase previous year’s sales• Inventory management for Sporting Goods and Small Domestics categories• Negotiated marketing with suppliers to drive sales through corporate marketing vehicles (MVM’s, corporate .com Mailers, Connection Advertisements)• Increased vendor marketing dollars by 20% over prior year’s participation

• Planned and allocated a $1M annual department budget• Developed marketing strategy with a projected 10% increase in sales over the previous Fiscal year• Mentored, coached and lead a 35 member employee team, improving employee retention from 90 days to 11 months• Adhered to company and national QA and OSHA standards