Work across business units, that support Nutrien's retail org, to maximize efficiency from a people, process, technology, and organizational structure standpoint in preparation for transitioning to SAP.Primary Responsibilities• Conduct interviews with leadership, and subject matter experts, within the following functional areas: Marketing, Supply Chain, Innovation and Technology, Digital Systems, Data and Analytics, Seed Production and Sales, and Business-to-Business• Prepare material for interviews, including research into each functional area, a functional project plan, interview questions, and outside research into best practices•Create in depth executive summary, and target operating model recommendations, for each functional area. Supported recommendations by detailing key interview findings, themes, and through extensive research into industry best practices • Present findings and recommendations to Sr. leadership, each functional area’s leadership team, and project stakeholdersKey Achievements• Project recommendations resulted in significant concrete changes in all functional areas within the project’s scope• Gained buy-in from leadership by successfully connecting Nutrien’s specific business needs with recommendations supported by industry best practices• Expand interview dialogue, using impromptu probing questions, to establish a deeper understanding of the challenges and opportunities faced within each functional unit• Leverage IT background and ERP implementation experience while working with technical business units• Exercise background in organizational development, to breakdown difficult concepts, to ensure non-technical project stakeholders fully understand recommendations from a technology, process, and workflow perspective• Leverage background in Change Management, to establish trust in individuals who are wary of change, and to facilitate honest open discussions during interviews

Utilize process analysis best practices to provide recommendations aimed at improving training, removing bottlenecks, increasing compliance with KPIs, and to prepare for new claimant management system rolloutPrimary Responsibilities• Document existing system processes and workflows for each business unit• Collaborate across departments with leadership, subject matter experts, and end users, to pinpoint bottlenecks and challenges associated with current processes and systems, and identify potential solutions• Analyze current training documentation to ensure content is aligned with existing policies and procedures and to identify learning gaps• Provide recommendations for changes to system process workflows in preparation for new claimant management system rollout in 2022• Design and develop training, job aids, and end user guides to address gaps and deficiencies• Design and present recommended workflow updates, to increase productivity, automation, and adherence to new federal regulations and KPIs, associated with federal pandemic unemployment benefit programs• Perform validation of solutions by analyzing outcomes post implementation• Anticipate and assist in managing risks related to process, system, policy, and training updatesKey Achievements• Completed review of previous workflow documentation, provided recommendations for updates, and identified undocumented processes• Drafted workflow documentation for nearly 60% of undocumented processes across all business units• Designed and developed end user job aids and user guides to address critical learning gaps• Created job aids and user guides for the implementation of a new system, designed for leadership, to evaluate and score adherence to KPIs during customer interactions with call center agents

Joined Alpha’s team as a project partner, tasked with selecting and implementing a new ERP system, post needs analysisPrimary Responsibilities * Collaborated across departments with Subject Matter Experts (SMEs) to document existing ERP system’s processes and identified bottlenecks* Utilized test scripts to reevaluate previously selected replacement ERP platform. Determined an alternate ERP solution was a better fit for the organization. Newly selected ERP enhanced the ability to track KPIs and allowed additional scalability at a lower cost. Saved organization $1,056,000 in licensing fees * Drove initiative to develop improved processes that leveraged new ERP’s native functionality, introduced automation, and increased employee productivity across the organization * Encouraged project stakeholders to work with select ERP provider’s inhouse implementation team, rather than the previously selected partner. Estimated savings to the organization was $132,000 in consulting fees* Designed and developed end user training documentation, post implementation support plan, and created measurement strategy to ensure training effectiveness * Worked with project team to: o Design and buildout new ERP modules o Identify ERP customizations for organization specific needs o Select 3rd party applications to enhance new system’s native functionalityKey Achievements * Completed implementation 3 months ahead of schedule and nearly $644,000 under budget* Selected to delivered presentation at 2019 annual meeting to create excitement and buy in around new ERP system* Created job description and assisted in hiring System Manager for data conversion and management of new system

Contractor hired to manage and assist with projects that focused on streamlining the Accounting team's processes to increase efficiency, productivity, and accuracy. This position lead to a full-time position with Alpha Insulation and Waterproofing, which is the commercial construction division of Installed Building Products

Created business plan and launched restaurant concept in February 2009. Achieved profitability in 3 months and grew small start-up into a business with $2 million in annual revenue and $1.4 million in gross profit, while maintaining high employee retentionPrimary Responsibilities • Held full accountability for all aspects of business operations including human resource management, product selection, customer service, inventory, budgeting, accounts payable, accounts receivable, and marketing• Managed all vendor relationships with cost of goods sold of $400,000• Developed recipes, product offerings, and pricing• Ensured health code and liquor control complianceKey Achievements • Created a culture of accountability, to ensure “outstanding” marks during health and liquor control compliance inspections, by providing ongoing training to front-of-house, kitchen, and management staff• Sold restaurant in April 2018. Still in operation as Bernard’s Tavern• Developed concept, designed, built-out, and opened restaurant. Worked with architect on concept and oversaw use of capital budget

Contributed to a team focused on process improvement, leadership and employee development, and corporate of acquisitionsPrimary Responsibilities• Managed projects focused on increasing effectiveness, productivity, and efficiency of coworkers and internal processes• Created performance metrics and measurement strategies to identify and prioritize areas for improvement• Developed and facilitated educational courses around product offerings, organizational capabilities, and sales strategiesKey Achievements • Selected as project manager for sales management development initiative. Conducted interviews with “high performing” sales managers to determine differences in skillset. Identified KPIs such as retention rates, team member promotions, and sales goal achievement. Created performance evaluation plan. Designed tiered sales manager training courses to increase effectiveness and built coaching strategy to leveraged “high performing” sales managers• Developed standards and merged several legacy field sales roles, created through corporate acquisitions, into a single field representative position. Led initiative to refine recruitment process and determined how field salesforce could leverage the inside sales team

Oversaw sales on-boarding program’s design, development, and implementation. Evaluated programs efficacy on an ongoing basisPrimary Responsibilities:* Collaborated with Sales Management and Learning and Development Management teams * Developed instructor & participant guides to ensure consistent training of 1,400 new salespeople annually* Coached and mentored sales instructor team Key Achievements: * Served as co-project manager for redesign of sales on-boarding program. Reduced training time up to 50%, while still maintaining identical learning objectives, by introducing a performance-based testing and graduation strategy* Developed hybrid instructional format, which incorporated e-learning and distance learning, to reduce instructor team’s travel, lodging, and per diem expenses* Implemented Electronic Performance Support System (EPPS) to eliminate the need for hardcopy on-boarding materials. Moving participant guides online allowed the integration of job aids, made content easily searchable, and saved company $28,000 in annual printing costs

Facilitated sales on-boarding program, which introduced new salespeople into CDW’s unique corporate culturePrimary Responsibilities:• Provided education on product offerings, internal systems, and sales closing techniques • Facilitated curriculum for all CDW divisions including corporate, public, healthcare, and CanadaKey Achievements: • Trained over 700 salespeople in a 4-year period• Selected by management, to lead abridged on-boarding training programs, following corporate acquisitions• Received promotion to sales instructor after only 18 months with CDW

Focused on new customer acquisition for business to business sales of IT products and services