Ended Q3 with a 31.0% increase in Inbound UPH and finishing 106.3% to AOP, driven by several focused improvement projects that include:o Item Prep FI project in Q1 reduced a 3-month backlog of prep freight to a 48 hour SLA and reduced labor hours by 26.6% o Redesigned the flow of Inbound Receiving and Putaway stations, leading to a 23.9% lift in Putaway UPHo Hosted a network Remedy FI Summit as a Best-in-Class site and supported Remedy at 3 other siteso Inbounded 2.5M units over AOP by Q3, which helped exceed the building UPH by 1.4%• Launched the Apparel Refurbishment project, with minimal impact to AOP production rates and generated $2.8M in GMV

Support on-site as well as network driven projects. Created content and facilitated problem solving and project management upskilling to leaders within Kaizen, DMAIC workshops, and Focused Improvement summit events.- Organized and assisted with the WFS IB Optimization projects that lifted IB UPH across 3 sites (ATL1 – 29.9%, LAX1 – 15%, MCO1 – 3.5%)- Led the Barcode FI project that saved the site a projected $95K annually by identifying root cause of bad barcodes at OB pack stations and establishing PM process with scanners so they will read 100% of the barcode types sent to KY1.- Led the discovery which led to hosting the IB Flow Optimization Workshop at ORD1. Acted as project manager for 4 working pillars that will eliminate the Remedy pallet backlog, reduce the % of IB freight to <2%, Misallocated freight to 0%, Overages to <1%, and bring the auto-resolution rate to >30%.- Co-led the FI upskilling of the HVFC & WFS networks, which will culminate in an FI Summit taking place at KY1. At that time both networks will be aligned with the network standard of identifying, documenting, and executing focused improvement projects.

2021• Increased IB UPH by 30% (60 -> 80) across a 6 month period by implementing quality gates, a cadence for best practices in receiving (7.7% lift), & a directed putaway system (18.7% lift).• Implemented building-wide Cube Utilization project that created 4.1M sq ft of opportunity, clearing the way for a directed putaway system and lifting the OB pick rate by 1.7 UPH. This process became the network standard.• Oversaw the development & promotion of 2 hourly to salaried associates and the promotion of 2 salaried associates.• Presented at the first WFS Remedy conference, bringing together SLC, Remedy, Ops, & WFS Business Operations to standardize ticketing process & resolution which is now used across the network.• 90 day Kaizen in the Remedy department that brought a 45 day backlog to a 10 day SLA and real-time ticketing moving forward.2020• Scaled the Inbound department by 650% across a 4 month period and incorporated a temporary night shift during peak weeks.• Redesigned the Inbound Receiving dock that prioritized PIT safety and maximized production flow.• Acted as the Master Scheduler for all Inbound deliveries as department volume scaled 800%.• Maintained steady UPH while adding additional support in the department for managing Remedy and Returns freight.• Submitted a peak post-mortem document outlining wins, losses, and opportunities for 2021 peak as well as sites that are incorporating WFS into their workflow.

Oversee a staff of ~120 across 4 departments for all inbound artwork (Print Room, Receiving, Fine Art, & Retail). Responsible for ensuring company SLA’s are met with regard to receiving, manufacturing, & production of custom artwork. Developed metrics for the department to adequately staff for peak seasons and implemented processes to ensure quarterly OKR’s are met. Developed department layout that streamlined production and reduced lost/damaged art in transport.-Managed 4 individual departments including hiring & training managers/leads.-Established metrics to project staffing models and provide feedback to team members.-Led a team of ~120 that maintained an 98% attendance rate through peak season and promoted employee retention.

- Interviewed, staffed, and trained the art department for Teespring's flagship fulfillment center. - Established all metrics involved with color separation for both screen printing and DTG production.- Documented all SOPs for training, established best practices for quality, and oversaw all departmental projects from inception through completion.- Developed a system for archiving and retrieving art for relaunched campaigns, reducing associated costs by 43%.- Managed operations across 3 global locations while reducing expenses by 40%.- Managed 3rd party vectorization services. Reduced costs by 27%.

Both the title and team are new to Nasty Gal, and have provided the opportunity to apply my start-up skills to our vendor relations department. Within the first 6 months I constructed a database that tracked all incoming shipments which in turn provided daily/weekly reporting to the inbound team. This database has been used to bill $30,000+ to non-compliant vendors to date.In addition to the inbound database I have built metrics around our shipping finances. These reports have located $36,500 in credit due to rate overcharges and incorrect categorization. My current project has involved comparing our chargeable weights and box sizes. The results of this study predict a 28% cost savings opportunity by adjusting our outbound shipping methods.

During my tenure at Nasty Gal I was responsible for managing the daily production of all tabletop photography. I established the metrics needed to measure growth and applied it to the design and construction of a permanent studio facility. I created shooting guides for all of the products shot in house in order to streamline the production process and improve efficiencies. I was also responsible for the budgeting and reporting of all studio projects, including an in house video that is used for new hire orientation.

Our Local Box was a start-up ecommerce marketplace grounded in community. Ourlocalbox.com featured a curated collection of Kentucky-made products, limited edition monthly subscription boxes and customizable gift boxes. To OLB, or motto was that buying local was not a fleeting fad, it's what made our community home.As co-founder of a start-up I was versed in the financial, marketing, production, and legal aspects of running a business. It was an amazing learning experience and was able to build upon those skills when joining the Nasty Gal team, particularly in my position as the Inbound Logistics Supervisor.

Oversaw the operation of the Photo Apparel Studio and responsible for production.Maintained staff levels and schedules to maximize production.Responsible for interviewing, training, and orientation of all new staff members.Worked in tandem with HR, Recruiting, Events, Pipeline, and warehouse managers to achieve production goals.Managed company wide culture projects such as the Zappos.com 10-year video, hosted team building classes for all members of leadership, created the annual tricycle races for Spirit Week, and the Build Your Own Adventure kiosk for the WMS conversion.Developed individuals for leadership positions, as well as created teams to assist in the continual growth of production and culture at Zappos.During my time at Zappos I helped grow a group of eight people that shot shoes into a department of 120+ that stretched across 3 studios, photographed and videoed multiple product categories, and played a key role in maintaining the blend of culture and production that Zappos is famous for.

Oversaw production across 3 different studios.Responsible for the build-out and operation of an individual studio in a new warehouse.Conducted regular reviews of team members, providing constant feedback for their growth and development.Encouraged promotion from within the company by providing avenues of growth as well as training (both hands-on and designed coursework).Developed a studio-wide data tracker that provided a consistent source of feedback to team members regarding their production. This data was also used to chart the studios' production for use in annual reports. Managed the 3rd party photography of outside clients, coordinating both legal and financial logistics.During my tenure as the split shift supervisor my responsibilities included overseeing regular team meetings and activities, communicating needs between A and B shifts, and promoting a unified department utilizing the 10 Core Values.Created and implemented team building activities that would assist in developing work relationships and help align studio goals.

Responsible for photographing product across multiple categories in a high-speed environment.Developed photography techniques for sunglasses, watches, and apparel (on both mannequins and eventually models).Acted as the primary apparel photographer and responsible for the build-out of the entire apparel production.Implemented color management software for universal production.Assisted in the design, operation, and inventory of 2 photography studios.Responsible for the full training of incoming photographers.Assisted in the documentation procedures for the first photography manual and eventually oversaw the production of the current one.Designer and Instructor for the Basic Photography Class and Basic Lighting Techniques Workshop.

Knowledgeable in all areas of framing including sales, mat cutting, frame cutting, and assembly.Skilled in shadowbox design and construction.Responsibilities included overseeing all areas of daily production, managing and ordering supplies, as well as designing employee schedules.Proprietor, D.C. Photography 2000-2008Ran my own freelance photography business.Skills ranged from sales, promotion, scheduling, and billing.

Assisted magazine photographer with the set-up of lighting equipment on photo shoots.Assisted art director in photo layouts and choices, and contributed creative ideas used in photo spreads.