Led an NA and EU-seated team that delivers high impact, global projects with a focus on discovery and the delivery of rapid impact.• Realized $5M increase in gross revenue sales in H2 2023 (+12% YoY) and a 10% reduction in cart abandonment through optimizing and expanding customer retention program in high “stock out” categories. Empowered commercial teams through program design to unlock additional $25M in CY 2024. •Executed project to deployed new inventory management process within fulfillment centers to reduce product receipt handle time by 75% and reducing physical material costs by $4M. Delivered roadmap to reduce material coverage by 80% and yield an additional $2M in savings, while unlocking a pathway to value-added services projected to generate $10M in revenue year one. •Delivered $7M in fulfillment expense savings through optimizing fulfillment pathways for 15K unique products within the Wayfair Delivery Network• Talent magnet, cultivating a positive and impactful culture; drove eNPS growth of 28 bps YoY, ManagerNPS +42 bps, Engagement Score + agreeables in targeted areas +43 bps, moving my team to gold standard within Global Operations and a 100% retention score.

Ensured all LGBTQ employees were given the space to bring their full, authentic selves to work each day.• Established global framework, recruited and filled supporting chair roles (business development, membership development, and communications), wrote ERG charter, and delivered OKR roadmap for 2023 focused on employee retention, employee morale (eNPS), and increased recruitment of LGBTQ individuals both in college and professional settings. • Conceptualized and executed Wayfair Global Pride campaign for 2022 (with 2023 framework delivered to leadership for approval) focused on internal/ external social media messaging, internal programming, and partnership with Corporate Responsibility to make sizable contributions to deserving LGBTQ-supporting organizations. • Grew membership 20% in 2022, establishing four local chapters to expand community and belonging to smaller field offices/ remote employees. • Helped lobby Wayfair leadership team to drive employee engagement and fundamental benefit improvements, leading to an improved HRC Corporate Equality Index score from 80% to 100%.

Led optimization of supplier-facing processes in inventory management and fulfillment.• Created and implemented new agents tools and processes to minimize handle time and labor expense; recent projects in supporting supplier SKU performance realized $70M in GRS (gross revenue sales), decreased labor expense by $300K annually, while doubling volume received and decreasing total engagement time with suppliers by 150%. • Simplified carton data optimization efforts to allow offshoring of execution in database improvements, reducing onshore workforce requirements by 90% and improving shipping expenses by $10MLed project optimizing ship status support, drawing down headcount expense by $1.2M annually.• Executed several “lift and shift” operations, consolidating operational, supplier-facing work in pockets through our account management teams to a centralized operations hub driving annualized cost savings of $2M in headcount expense.

Delivered a best-in-class fulfillment experience for suppliers through our 3PL offering. • Designed and Implemented Supplier Potential model to optimize supplier experience, matching high volume, high touch suppliers with our strongest performers to drive a ~30% improvement in supplier satisfaction, while scaling 300% to 1000 supplier clients. • Managed, coached, and developed twelve associates, with a YoY retention rate above 80% (a 75% improvement prior to arrival) and an annual promotion rate of 25% (up from 10% in the previous 12 months). • Assumed hands-on, supplier-facing role, strengthening relationships through supplier consultation, increasing supplier NPS 13 points and reducing inbound support queries 20

Defined direction and standards for the rapid realization of $100M in new product-driven EBIT.• Designed, developed, implemented and maintained data processes and tools for evaluating progress towards 3 year goal of generating $100M in EBIT through “new sources:” projects within the green energy and emerging technology segments • Designed, developed, implemented and maintained global project management processes and tools/systems that enable the consistent delivery of quality progress reports towards realizing our $100M goal• Provided facilitation of integrated planning sessions for studies and projects related to strategic growth while also directing complex process improvement initiatives to affect multiple business functions: Customer Experience, Innovation & Development, Transmission and Delivery• Supported Vice President of Commercial Portfolio Strategy and key executive stakeholders in creating the voice of our business - key messaging, collateral development, data compilation and visualization

Delivered strategic process improvements within our end-to-end processes to realize our overall Performance Excellence Strategy.• Directed complex process improvement initiatives affecting multiple business functions – emerging technologies, established electric and gas delivery business, and strategy and performance excellence - acting as an internal consultant to make professional recommendations for business improvements, facilitating and coaching others on project management and lean tools and techniques • Delivered significant operational improvements and financial benefits to meet annual targets in hard savings, cycle time/ process improvements, and tertiary benefits: customer satisfaction, cost avoidance fines, bad debt, etc.• Changing the way we work - Delivered core skills training to sixty team members while also coaching and providing capability build of Managers and Team Members within their direct support up to Skilled level of the Practitioner capability framework• Led partnership with Finance in the development and tracking of project-specific and work stream-wide key performance indicators with the intent to leverage these to deliver operational improvement and financial benefits to meet or exceed annual targets• Stakeholder Management - Identified and prioritized stakeholder concerns with the intent to build, monitor, and sustain stakeholder engagement and even correct when necessary• Coached with confidence to shift culture and drive results through continuous improvement - Through solid expertise of PEx strategies and methodology, provided services to the Customer Experience and New Energy Solutions functions. In this capacity, offered professional facilitation, design thinking implementation, coaching and mentoring at all levels, advanced training in the Systematic Approach, advanced problem solving and demonstration of best practices

Developed and implemented strategic sales plans in Contact Data Management, Data Quality and Data Management markets, creating best-in-class customer experiences through expert consultation. In portfolio management, I surpassed company retention targets (100 % vs. 95%) across assigned clients through business renewal during Q4 2015 - Q2 2016.

Led a five-person team responsible for the development, management, and expansion of strategic account relationships within universities and minor market locales in the United States; this segment represented $13M in annual revenue. The role included additional duties that included the negotiation of new contracts, retaining for renewals and executing RFP responses on behalf of Zipcar. Under my tenure, this channel witnessed growth in revenue by 11% and 13% YoY in 2013 and 2014, respectively.

Forecasted for disruptive weather events across North America and the United Kingdom to drive mitigation and recovery planning in our local markets. As part of recovery efforts, established “war room” for crisis management planning between executive and local market leadership.

In supporting this group, I founded “Zipcar U,” developing curriculum and providing coaching, training and development to 100 associates in the field. This introduction of accountability and certification improved NPS (+7 pts YoY in Year 1), while increasing efficiency by 50% in our field offices.

Program manager dedicated to cost savings through efficiency gains, scalability projects, and initiatives to improve customer experience and vehicle quality. In this work I delivered a new standard for Zipcar vehicle cleaning processes, improving Net promoter Score (NPS) by 5 percentage points. Other initiatives improved efficiency by increasing cars/employee ratio by 25% while also improving member satisfaction by 20 percentage points. Ultimately this “lean shop” played a key role in many elements that allowed Zipcar to responsibly scale from 1,000 to 10,000 vehicle over a 48-month period (2007 - 2011).

Management of Zipcar’s insurance account for vehicle claims between 3rd part vendor and customer base.