Responsible for developing and leading the One Topco Supply Chain. Excited every day to work with the brilliant supply chain leaders of our Members, finding solutions that support their retail and wholesale businesses.

Leading the Center Store Demand and Supply Planning, Logistics, Replenishment, Pricing, Sourcing Analytics, eAuctions, Member Services, and Project Management teams as well as the Corporate functions of Master Data Management and Packaging Development.

Leading the Center Store Demand and Supply Planning, Logistics, Replenishment, Pricing, Sourcing Analytics, eAuctions, Member Services, and Project Management teams to exceed our Member's service expectations so they can exceed their customers expectations.

Started and successfully lead the McMillon Innovation Studio. Worked closely with technology incubators, venture capital leaders from around the US, corporate technology incubators, Walmart Labs, and academic thought leaders to identify future needs in Retail and Supply Chain. Worked with University Administrators to create sponsored Innovation Competitions for bright students to solve tough business problems. Created and fostered, cross university, student innovation teams in the McMillon Studio between multiple colleges. Coached students on working with Corporate sponsors to incubate technology for Fortune 100 companies as well as early stage Startups.

Founded Precision Retail Solutions to fulfill life mission of improving the world for those around me by reducing the cost of doing business between trading partners thereby creating greater wealth for producer, seller, and consumer.

Enabled simple, sustainable execution of merchant strategies across store base. Led cross-functional teams to drive significant improvements in modular integrity and identified solutions for overstated store inventory. Directed development and implementation of system to auto fix store on-hands, a multi-billion dollar opportunity in revenue and repurposed labor. Developed strategies to improve store modular integrity and led implementations. Identified six core components that detract from modular integrity. • Created business case and roadmap to deliver a multi-billion dollar increase in revenue and cost reduction over five years from improvements in on-hand accuracy, planogram audits, improvements in store operating processes, increase online presence and electronic shelf labels. • Developed planogram auditing process and roadmap to implementation that would result in a 3% sales improvement.• Achieved 100% team engagement score on grass roots survey every year.• Tested and developed process to improve store efficiency for resetting store shelves, improving efficiency by 15%.• Coordinated cross-country learning’s of electronic shelf strips.• Implemented and developed systems project to improve store on-hand accuracy, reducing overstated inventory by +35%. Improved revenue by $6,000,000 in test categories and would increase sales by several billion dollars at scale. • Led cross-company initiative between Walmart and key suppliers to identify key areas of improvement needed and develop work efforts to achieve desired results. Coordinated KPI’s which included increased fill rate and on time delivery, reduced out of stocks and improved trade terms.• Implemented Agile project mgt across multiple companies and teams• Presented recommendations to senior leadership working cross functionally and creating strong collaboration. • Planned and managed program P&L with systems, third parties, and needed hardware.

Coordinated team responsible for multi-channel strategy, including Layaway strategy, customer in store pick-up strategy, and experience. Led team to deliver step change improvements in customer satisfaction and fill rate. Designed strategy and tested self-service lockers. • Owned instore strategy and complete experience for .Com services including PickUpToday and Site2Store. Held accountability for complete strategy for Layaway Program. Grew sales by 100%.• Developed strategy, designed, tested, and implemented .Com Lockers which improved customer satisfaction and customer wait time by 90%.• Created strategy for, coordinated systemic development of and led implementation of strategies to improve customer fill rate by 10%.• Improved logistics capability and assortment offering on layaway to result in 100% growth in sales. • Directed international development of store fulfillment systems development• Achieved 100% team achievement score on grass roots survey. • Developed strategies to recruit, maintain and grow diverse talent and to grow business. • Planned and managed program P&L with systems, third parties, and needed hardware.• Created system design requirements and coordinated with technical teams to develop needed systems.• Crafted business cases that project future costs as well as benefit as well as getting senior level buy in to these ideas.• Coordinated development of strong relationships across teams, creating strong collaboration.

Coordinated development of integrated business planning process, identified several billions of dollars in COGS reduction possible from suppliers globally. Led and implemented initiative to reduce order variability with suppliers by 50%. • Created cross-company collaboration model around integrated business planning. Developed model to identify key suppliers to have deeper relationships and which to have transactional relationships with. Developed and implemented processes to enable improved collaboration. • Developed and implemented cross functional demand planning processes between Walmart buying and replenishment teams and key suppliers. • Improved collaboration resulted in improvements in fill rate, instock, and forecast accuracy.• Led initiative that developed processes/systems to reduce order variability by 50% resulting in more stable orders to suppliers. • Crafted strategies to recruit, maintain and grow diverse talent as well as to grow business. • Planned and managed program P&L with systems, third parties, and needed hardware.• Created system design requirements and coordinated with technical teams to develop needed systems.• Oversaw development of business cases that project future costs as well as benefit as well as getting senior level buy in to these ideas.• Fostered strong relationships across teams and created strong collaboration.

Led Lean process development between Walmart and key suppliers resulting in transportation efficiencies. Developed replenishment job matrix. Directed change initiative to dramatically improve team talent. Co-lead process to identify vendor for Global Replenishment System (GRS). Directed team to transition bulk-produce to POS replenishment. • Led Meat, Produce, Floral, and Seafood replenishment teams (~40 people) through complete turnaround. • Improved fill rate from 97.73% to 98%. Improved MABD from 85.51% to 88.13%. Decreased average weekly inventory by 23.64%. • Improved team skill sets and team capacity.• Developed model and led project team to implement Replenishment Job Matrix (model that shows progression of skills and attributes needed of associates from RM-1 through Senior Director across strategic time, scope, scale of influence, and knowledge). • Directed meat replenishment effort of cross-functional initiative to redesign in-store packaging resulting in turnaround of five-year negative comp sales trend. • Coordinated produce replenishment effort of cross-functional initiative converting 60% of department volume to automated replenishment resulting in a reduction of store-level inventory by 50% and several millions of dollars in markdown savings. • Served as core member of Global Replenishment Solutions initiative. Led produce replenishment effort to create S&OP process, integrate import purchasing into everyday replenishment, developed pipeline inventory reporting, and developed process and capabilities for purchasing product directly from grower.• Directed initiative with key suppliers to create “Lean” flow, involving development of value stream mapping and reduction of wasteful processes. • Represented Walmart on VICS CPFR Committee as the Co-Chair of the VICS S&OP sub-committee tasked with developing industry standards around collaborative integration of “up-stream” and “down-stream” S&OP processes.

Start from scratch position, developing a customer-centric, lean, supply chain team to support Walmart. Hired and trained all team members. Worked closely with corporate divisions to implement needed systems and process change. Led implementation of collaborative demand management process. Changed forecast level from item/national/ month to item/plant/week. Improved customer fill rate, reduced internal inventory and brought company supply chain closer to customer. • Improved company’s metrics at Walmart and internally: increased in stock from 98% to 98.5%, decreased total weeks on hand by 20% (5 weeks to 3 weeks), increased fill rate by 17% (82% to 96%), improved MABD by 15% (81% to 93%), increased GMROII by 6%, improved internal forecast accuracy by 80% (45% to 81%), and decreased internal Walmart allocated inventory by half. • Led company to win Walmart 2006 Vendor of the 1st Quarter for Department 4 for first time.

Coordinated management, planning and execution of all aspects of sales to Walmart, corporate VMI, corporate demand management, all customer supply chain management, market intelligence, and corporate RFID strategy manager. Developed team from ground up. • Held accountability for 30% of total company revenues. • Grew sales by 37% and sku count by 125%. • Oversaw growth of team from 0 to 5 members. • Led account to #1 supplier in all supply chain metric categories consistently. Developed corporate demand planning process. Improved corporate forecast accuracy from 30% to +75%. • Established and led company’s market intelligence process which purchased, analyzed, and developed marketing strategies from AC Neilson and other types of market data. • Managed company’s external supply chain group, which consisted of VMI and other functions for Walmart, Dollar General, Wegmans, Kmart, Target, Food Lion, and Family Dollar. • Communicated with all layers of management from Board of Directors, to CEO/COO to SVP levels.

Injected business insight into replenishment workbench team. Analyzed replenishment needs and interpreted for programming team to develop systems and reporting. Acted as liaison between programmers and customer area to ensure project progressed appropriately. Managed several projects simultaneously and ensured completion to deadlines. Developed training for and taught advanced INFOREM classes to replenishment area that dealt with the mathematical formulas in the system.

Trained produce and floral teams on key systems such as 2-Tier and INFOREM as well as developed and created needed Access database reporting. Worked closely with team to bring produce and floral categories on POS replenishment, and transitioned to 2-Tier replenishment. Served as project manager on cross-functional team to redefine operations, systems, replenishment and merchandising in fresh areas to utilize inventory more efficiently. Developed training and education for store associates on proper procedures specific to fresh product management and presented at year end meeting.

Oversaw insecticide, laundry, laundry additives, air care, bleach and home cleaning categories. Became well-versed in multiple distribution methods: 2-Tier, distribution assembly, priority assembly distribution, supplier to warehouse, warehouse to store, and allocation plus. Supported category EDLC by working on EOQ, developed replenishment strategies, and worked closely with suppliers to control expenses by keeping inventories low. Designed process to allow suppliers to have co-managed type access to store-level ordering process that would allow them to control own inventory. Worked on many projects including redesigning merchandise flow to neighborhood markets.

Held direct responsibility for annual sales. Oversaw inventory control and prepared budgets. Led special ordering and in-store promotion in order to increase sales. Worked directly with product vendors. Directed product flow through store, and ensured maximum level customer satisfaction. Ensured quality assurance practices were in place and working properly. Directed 100 associates directly and 300 indirectly. Experienced in all aspects of associate relations and human resource management. Experience in apparel, grocery and general merchandise retail sales.