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STORE Capital (NYSE: STOR) is a Real Estate Investment Trust which primarily invests in single-tenant, profit producing properties in the under-served $2.5T mid-sized retail market, including chain restaurants, supermarkets, drugstores and other retail, service and distribution facilities. With $5B+ in assets under management and growing at $1B+ a year, STORE is able to deliver greater returns than its competitors at lower risk due to its tenant life-cycle proprietary analytics, unique funding vehicles and deep solutions-focused relationships with its clients.

Fast growing, profitable, global BPO company serving North American Fortune 1000 companies

 Served Fortune company senior executives, primarily in the Consumer, Retail, Services, High Tech, Industrial, Infrastructure and Governmental industries.  Client Sampling: 3G Partners-Burger King, Heinz, Kellogg, Carlyle Partners-NBTY, Nestle USA, Granite Construction,Microsoft, Central Garden & Pet, VIAD Corp, Walmart, PetSmart, Inc, US Army Strategy & Operations Engagement focus: increase shareholder value and financial and business results:-- Sustainably re-shape enterprise wide cost structures.-- Operating model and operations improvements. P&L responsibility for all client projects.  Led Strategic Cost Reduction Offering across multiple industry verticals.  Led projects and teams across Strategy, IT, Process/Operations & Change Management.  Created and designed Business Strategy & Vision singularly on other projects.

 Served as needed in CEO and COO roles with responsibility for P&L, operations and client relationships for this rapid growth $250M global Business Process Outsourcing (BPO) company serving the Fortune 500.-- 10,000 Call Center employees in the Philippines and US.-- Services: Customer Care, IT Support, Sales and financial business processes. Increased shareholder value from $100M to as high as $450M through building a high-performance team capable of rapid growth and corresponding profitably while weathering constant change. Grew employee group from ~2500 to 10,000 (4x).  Worked closely with the Company Chairman. Sat in all Board Meetings. Presented regularly to the Board. Client Sampling: Dell, AT&T Wireless (& Cingular), American Express, Ameriprise, Intuit, Vonage, Quest.  Designed & Built business operating model, key value driving processes and supporting organization structure and compensation system which drove employee performance, from front line agents to executives. Integrated two (2) small Outsourcers. Grew revenues from $70M to $250M. Established a premium brand in a commodity industry by;-- Focusing on hard-to-do and sticky services across sales, tech support and financial services. -- SEC Certification credentials; Series 6, 7 32.-- Out-performing competitors via a disciplined execution methodology.-- Developing bottom to top trust, loyalty, commitment and ownership of professionals.  First and only BPO to win Outstanding Employer of the Year Award, 2005 by Personnel Management Association of the Philippines (PMAP). Positioned company for successful IPO in 2007.  Led Lean manufacturing principles applied to Call Center service operations.

 Served Fortune 500 senior executives with emphasis on Business and Operations Strategies to improve financial performance. McKinsey Operations Practice Leader.  Client Sampling: Albertsons, Neiman Marcus, Best Buy, Harrah's, Sara Lee Corp., Allied Waste, Flextronics, Phelps Dodge, Suncor, For large retailer: Developed a new store format that encompassed merchandising assortment, promotions, layout, labor management, real estate, construction and store network repositioning.  For large retailer: Utilized Lean Service Principles to identify and develop a program that captured $60M+ supply chain savings. Mapped future-state Supply Chain Strategy. Result: drove 20% costs out of end-to-end spend. For large retailer: Identified and implemented $6M in quick win Supply Chain Operations savings. Additionally, mapped the Action Plan to reduce cosmetic inventory 30% ($18M). For large consumer goods company: Key leader in transforming manufacturing operations to Lean Principles. Built internal capability across 14 plant manufacturing sites. Result: $150M savings reduction in annual operating costs in 18 months. For large asset intensive service company: Operations Performance Transformation: Designed, piloted and launched implementation across 250+ heavy equipment motor pools. Projected annual savings rate: $20+M or 20% in three (3) years

 Led and managed expansion Strategy and Execution for this start-up, internet-based, home delivery, retail supply chain company that grew to $150 million in revenue in its first year-- Included enterprise-wide planning, network strategy, “customer fulfillment center” (CFC) design, site acquisition, construction, set-up, training and post-open operational support.-- Sold company to Webvan after nine (9) months. Operations on-track to achieve the national expansion goal of 13 major metropolitan markets in 12 months prior to sale. Designed, implemented and orchestrated company-wide national expansion effort. First 120 days: achieved sustainable rollout rate of one new 100,000 sq ft, 300 employee Customer Fulfillment Center (CFC) every two (2) weeks. Negotiated and received Real Estate Committee approval for 18 warehouse locations in 90 days covering 13 major US metropolitan markets. Developed second-generation CFC prototype which doubled the first-generation capacity. Developed and implemented standardized warehouse operations training programs.

 In dual role-- responsible for Sales and Operations; support, labor management, loss prevention and customer relations supporting 492 pet food, supplies and services superstores with $2.1B sales.-- served as first General Manager for strategic and primary growth driver, pet services business, $70 million Reported to the SVP, N. A. Operations, mandated to develop pet services as the cornerstone for future growth.

 Led the company's first international foray. Established 20+ stores in 18 months as part of growth plan to grow to 70 stores Reported to Board Chairman

 Held key positions in operations and marketing for these 100 stores, $1.0B food retailing chain including Store Director, Special Assistant to the Chairman/CEO, District Manager, Marketing Director and Regional Manager.

 Enjoyed a successful 11-year career holding command and staff positions of increasing responsibility.  Commanded Combat Units overseas.  Served as an Associate Professor of Economics at West Point. Sampling of other roles; a think-tank analyst, Paine Webber Equity Analyst while on Special Assignment. Pentagon, Strategic Resource Planner to the Army Chief of Staff.  Completed Airborne, Ranger and other military schools. Promoted to Major, 1990.