Taking some time off to travel and recharge

As the SVP, Merchandise Planning and Analysis for At Home Group Inc., I spearhead the merchandise planning function through team restructuring and complete process redesign. Govern the organizational focus on inventory optimization through pre-season strategic and financial planning and in-season Open-to-Buy process. Orchestrate multiple divisions and buying offices by creating sales, margin, and inventory turn plans and in-season business management to achieve financial targets. Guide teams on inventory allocation strategies and processes to ensure stores have adequate inventory levels to deliver on sales commitments.► Drove the organizational focus on inventory turns as a KPI to reduce store inventory by 13% and improve the annual cash flow by ~$50M and reduce annual interest expense by $2M► Instilled an organizational focus on key items to improve in-stock rates from 60% to 90% and sales by developing an item forecasting process adopted in every business unit to boost forecasting and order accuracy and reduce inventory levels by $7.5M by shortening the pre-accumulation timeframe for new stores from 22 to 16 weeks► Grew the merchandise planning team from 15 to 39, aligning planning and allocation resources with the buying function; increased analytical support for data-driven decisions at all phases of the buying process and improved in-season management of sales, margin, and inventory levels► Steered inventory and receipt management throughout the COVID crisis, including strategic reductions of inventory receipts during the early period when stores were closed to preserve cash and shifted to increases in receipt levels as the economy rebounded – maintained operations through an extended period of store closures and recovered to deliver a 19% comp sales increase in 2020► Promoted to VP, Merchandise Planning and Analysis January 2019 and to SVP September 2020

As the VP, Financial Planning and Analysis for At Home Group Inc., I championed the FP&A framework executing annual budget, long-range planning, weekly/quarterly forecasting, and ad hoc reports and analyses for strong financial results. Developed reporting used to analyze business performance and influence C-Level leaders on changes to boost financial performance and progress on strategic initiatives. Innovated software tools from an Excel-based accounting and finance system. Communicated financial results and strategies to all levels.► Mobilized the FP&A team forecasting, weekly reporting, budget, and long-range planning infrastructure to grow from $400M sales, $87M EBITDA to $1.1B sales, $200M EBITDA in 5 years► Governed business units through forecasts, ad hoc reports, weekly flash reporting, and analytics, driving to 5 years above-plan financial performance – 23% CAGR for sales, 18% CAGR for EBITDA, and 21% CAGR in store count – exceeded post-IPO Wall Street expectations with positive comp sales growth of 25%+ total sales growth and 20%+ profit growth for 8 consecutive quarters ► Refocused long-range growth strategic direction from highly-leveraged to a balanced approach managing free cash flow and debt reduction and enabling growth as the financial pillar for “At Home 2.0” allowing the company to navigate the initial COVID crisis successfully► Collaborated with C-Level leaders to guide through a 2-year IPO process raising $130M in proceeds resulting in At Home’s stock trading publicly on the NYSE and build Investor Relations to support operations as a public company► Led quantitative multi-factor ad hoc analysis of declining trends in sales performance, uncovering a decline in the inventory below a $10 retail price point as the root cause by increasing inventory levels at a price point and comp sales growth from <1% to 4% to 7% growth in the 6 quarters ► Joined as Director, FP&A promoted to Senior Director August 2014 and Vice President April 2018

As the Director Field Finance for Yum! Brands & Pizza Hut, I advanced long-term planning, annual budgeting, forecasting, and weekly performance analysis for the international division generating $11B in worldwide sales and $400M in operating profit across 11,900 restaurants. Provided financial leadership for new product and new restaurant concepts on the Pizza Hut US team. Led the Field Finance team responsible for partnering with restaurant operators across the US to drive continuous improvement in the financial performance of Pizza Hut’s company-owned restaurants.► Guided the “DELCO Lite” project, opening 15 company-owned restaurants with a smaller footprint, the lower investment version of Pizza Hut’s delivery assets with an annual chain sales average of $855K on investment of 50% of per restaurant, with a 2-3-year cash payback; for significant franchisee adoption of the new concept, allowing Pizza Hut US to grow net units by 100+ restaurants in 2 years after years of net unit declines► Partnered with operators to turn around the financial and operational performance of markets re-purchased from underperforming franchisees, enabling Pizza Hut to leverage 5–10% of company-owned restaurants and fix the markets, and sell at a significant gain to new investors in 2-3 years► Drove system-wide rollout of the WingStreet product line to all restaurants developing a business case showing strong ROI driven by a sales increase of 6% to 8%; partnered with operations to share best operational practices to ensure a successful rollout► Supported product launches, including Pasta, Panormous, and the re-launch of P’Zone through analysis of product financials and test market performance to support the expansion of the $10 Any Deal shifting chain results from negative sales 12 months before 2 years of positive sales► Joined as Manager, FP&A promoted May 2007 to Senior Manager Business Analysis promoted to Director Field Finance November 2009