XpresSpa Group (Nasdaq: XSPA) is a leading global health and wellness company operating four distinct companies: Treat, XpresCheck, HyperPointe and XpresSpa. Since opening it’s first location in JFK airport in 2004, XpresSpa has grown to 50 locations in 25 airports in the United States, the Netherlands and the United Arab Emirates. Since the COVID shutdown, XpresCheck COVID testing was launched in 2020, then Treat integrated health and wellness services was launched in 2021 and HyperPointe was acquired in Jan 2022.- Entered legacy airport spa business with a consecutive 15 month negative same store sales slide, then immediately turned positive comps for 10 consecutive months in 2019. At the same time restructured, cut costs and the company was set up for its first profitable year in 2020 (until COVID).- 100% COVID closure of global XpresSpa airport portfolio brought a furlough of the entire organization, except for 4 people, and brought to the brink of bankruptcy in March 2020. Quickly pivoted to XpresCheck airport COVID testing with accompanying technology by June 2020. Raised +$100M in capital market and created the largest U.S. airport COVID testing business within 9 months, then added contract with CDC creating the nation’s first federal airport biosurveillance program.- Next created and launched Treat - an omni-channel, lifestyle brand in 2021. Treat is an integrated healthcare company pioneering the emerging category of “travel, health and wellness” with a content rich website Treat.com ; mobile App with SMART Health wallet & Telehealth services; and brick & mortar Wellness Centers in airports.- Turn around financial results yielded +50% revenue increase in 2021 over previous high in 2019 with first profitable year ever at 15% EBITDA.- 2019 Rev $48.5M / Net Income ($21.2M) / Adj EBITDA ($3.3M) / Cash $2.2M- 2020 Rev $8.4M / Net Income ($90.5M) / Adj EBITDA ($18.2M) / Cash $89.8M- 2021 Rev $73.7M / Net Income $3.3M / Adj EBITDA 11.1M / Cash $105.5M

Premium Specialty Coffee chain serving craft roasted coffee and artisanal food items over 20 company owned cafes across New York City and Philadelphia. Brought in as a professional executive to create a multi-channel national growth plan, create infrastructure and build a leadership team after first Private Equity investment in a 15 years old family business.• Developed the first 3 year growth strategy; turned around negative same store sales through building positive transactions; developed new stores; created multi-channel growth platforms and developed the first Brand strategy with evolved identity.• Transitioned business from non-GAAP accounting in QuickBooks to GAAP accounting in R365 with full audit reviews and implemented first annual budgeting process. Upgraded technology infrastructure in stores; transitioned from Square to Toast POS and lead full redesign/ relaunch of website.• Retooled senior leadership team and led a field & corporate re-organization focused on improving customer service, improving store level support and reducing costs.• Deep focus on product innovation creating a multi-channel sales platform including new Specialty Instant Coffee, Cold Brew RTD, Coffee IPA Beer collaboration, revamped artisan pastry program, new matcha beverage line as well as launching products with Amazon, Trade and regional Whole Foods.• Reinvested into “People” culture by improving benefits with lower costs, initiating first employee review process, creating an employee survey loop and brought company practices into consistent regulatory compliance.

Premium Bakery & Full Service restaurant chain serving artisanal breads/ pastries, organic products and wholesome cuisine over 90+ company-owned restaurants across the US (New York, Los Angeles, Washington DC, Philadelphia, Chicago and Miami). The US business represents a significant portion of global sales & profit of this 25 years old, privately held Belgian brand with over 250+ restaurants in 20 countries.- Developed a 3-5 year growth strategy focused on building same store sales, developing new markets, creating multi-channel growth platforms & leveraging technology.- Retooled senior leadership team and led a field & corporate re-organization focused on improving customer service, improving store level support, reducing costs and preparing for active growth plans.- Launched first App & Loyalty program with Mobile Ordering; developed Out of Store channel with significant growth in Catering and launched Digital Ordering for home & office delivery.- Deep focus on menu innovation, simplifying the core menu, reducing kitchen complexity/ increasing speed of service, expanding Grab & Go program and implementing a new bakery production model.- Reinvested in the "People" foundation focused on closing the gap from the top to the front line, becoming an "Employer of Choice" and elevating the HR function as business partners.

Led high growth across Europe, Russia, Middle East and Africa through non-company owned Retail Operations across 35+ countries. Multi-channel responsibilities include Retail Stores, Foodservice, Office Coffee and Vending across all Joint Venture partnerships and Channel Licensing/ Franchising. • Key leader in the turn-around of the EMEA business trading in 35+ countries. • Supported a major re-organisation that united Continental Europe and UK businesses and head offices which produced significant reduction in costs and united EMEA focus.• Leading and implementing Retail Operations initiatives across all license stores (over 60% of store portfolio) as well as driving major shifts in the retail model to ensure a more consistent customer experience through marketing, digital and product offerings across all countries. Retail portfolio delivered comparative sales over 8% against a flat growth industry.• Supporting business plans to capture high growth of business in Middle East, Turkey, Russia as well as turn-arounds in troubled economies of UK, Spain, Greece, Cyprus, Poland, and Ireland. Launched new business in Norway, Sweden, and Monaco.• Sponsored a multi-channel channel strategy that opened up new channels like Grocery, Retailer, Airlines and Petrol industries with team delivering innovations including the first Starbucks store on a moving train in Switzerland, first Starbucks premium self-serve Vending in the UK and launching Franchising in France.

Led a team of 8 directors and an organisation of 250 business development executives who grew the US License Store, US Foodservice and Office Coffee businesses • Led a reorganisation that integrated 2 competing business units into a single US organisation that reduced 3 VPs down to 1, 13 directors down to 8 and reduced the workforce by 20%. Changed the job roles of 100% of the team and 80% people had a new supervisor. Employee engagement scores saw significant improvements during the period of integration, as did customer satisfaction.• Created a more powerful, strategic development approach that quickly improved business partner/ customer relationships, venue penetration and market share in every channel and transformed the front line from sales people into development executives. • Renegotiated the largest foodservice and distribution contracts resulting in increased revenue and profit.• Delivered innovation across multiple channels to include the first Starbucks concept with champagne and chocolates in NYC department store and the first Starbucks Fine Dining coffee initiative with celebrity chefs.

Led a team of 5 directors and 60 business development executives responsible for US License retail portfolio growth, account management, developing new partnerships and supporting a consistent customer and brand experience across 1/3 of US retail stores.• Doubled the portfolio from 2,000 to 4,000 stores across 120 franchisees/licensees whilst simultaneously growing revenue & profit by double digits. The only business unit globally in 2008 to hit the original AOP.• Led a reorganisation reducing the workforce by 15% in 2009, increasing productivity, reducing costs and still achieving all major metrics during the year of change. Employee engagement scores rose to some of the best in the enterprise. Customer metrics also enjoyed significant improvements.• Renegotiated license contracts resulting in increased revenue and profit as well as leveraging new store growth obligations with higher royalties. • Delivered innovation across multiple channels to include the first Starbucks on a cruise ship; the first “ski in & ski out” Starbucks on a mountain; and the first Starbucks inside a Disney park. • Transformed the way Starbucks addressed the entire industry with the foundation of a national Licensing Advisory Council hosting senior executives from industry leaders with whom we partnered to share our innovation pipeline and current business practices.

Led a team of executives responsible for new store growth, store design, store construction and portfolio management for Northern California. • Doubled the portfolio from 400 to 800 stores. Consistently ranked in top 2 of 8 Directors.• Inherited a team of experienced executives that were productive, but labelled “hard to manage” with 3 leaders in the previous 4 years. • Quickly established a new baseline of support and expectations resulting in an increase in productivity and employee satisfaction and stability. Five people promoted and 3 exited for performance reasons across a team of 15 people.• Region used to pilot national programs like a new high profile Store Designs, new Store Cost construction software and a new Off-Highway new store strategy. Regularly hosted Starbucks development teams from other countries as a model of holistic Store Development.• Introduced an innovative construction bidding process that brought store costs down 15% while leveraging the same network of experienced general contractors.• Led two other regions (Southern California & Mountain regions) at different times for over 1 year each while a new director search was conducted. Successfully on-boarded and trained both new peers.• Participated in several corporate projects including the reorganisation of US Store Development leading to a reduction of 50% of vice-presidents and directors and 25% of managers.

Responsible for new store growth for the Mid-Atlantic states adding 25-30 new stores per year.• Consistently delivered growth, sales and profit performance ranking in the top 3 of a cadre of 20 Development Managers in the US.• Led the decision to continue to develop new stores in North Carolina when active debate over exiting the market. Next 5 new stores exceeded expectations and improved portfolio profit to make market viable.• Participated in several corporate projects including the introduction of the first Sales Forecasting Analytics Tool and Development Process Improvement. • Introduced innovative real estate deal terms like “inverted options” which led to reduced rent with future lease renewals.