Designed and stood up Inventory Management team and processes in support of long-term company growth strategy through our Faster Delivery Network. Partnered with Finance team on working capital strategy, fulfillment on operational strategy, and merchandising on sales strategy. Took over Transportation team to drive short and long-term strategy for alignment with company growth plans while driving on-time performance and cost reductions.• In first year, drove 10% improvement to faster customer delivery performance

Launch, manage and oversee regional operational strategy and performance for Shipt. Lead team to analyze business performance and operational performance to oversee operational strategy and drive process improvement initiatives to improve membership/customer/shopper experience while driving improvements in cost and operational efficiency in new expansion markets.Worked with cross-departmental operational and commercial teams to plan and execute network strategy growth as we build out and expand our service offering to new areas of the country as well as IT teams to design/adapt new technology and system changes to support future regional growth – notably the Western and Northeastern United States.

Started new team to build yearly supply planning network inbound/outbound flow and capacity plan to execute company S&OP plan to improve commercial inventory performance/velocity as well as drive improved efficiencies for our operational partners. In-depth partnership with Merchandising team to provide data analytic decision making as well as develop optimized S&OP strategy and process to support merchant planning and business needs. Worked with cross-departmental facility operational and leadership teams, as well as engineering and finance teams, to identify future growth requirements, drive facility expansion/redesign plans, and technology/system updates to expedite utilization and throughput growth. Collaborated with cross-departmental network strategy and long-term sales & planning teams to identify and plan future fulfillment center network growth opportunities. Identified opportunities for process improvement in procedures of various teams otherwise negatively impacting company and partnered with IT to build new systems to automate inventory management and allocation and to improve forecast accuracy. • Drove improvement in operational performance and coordination between supply planning strategy and fulfillment center network using in-depth data analytics and modeling.• Developed yearly cubic volume forecasts, enabling partnership with merchant counterparts to improve peak planning and ensure 100% utilization of storage capacity without running out of space.

Led team in defining company’s forecasting and optimal geo-demand distribution strategy for $4B in yearly inventory sales revenue, providing optimal customer service and satisfaction while maintaining operational constraints and low costs. Served as key partner for initial inventory allocation and ramp for ten-plus large fulfillment centers in network growth strategy. Worked with finance, merchandising, and marketing teams to model yearly budget & planning, implement, and monitor performance, as well as evaluate omni-channel fulfillment strategy. Created weekly unit/cubic volume forecast for fulfillment center network for labor planning and champion of process improvement in both forecast methodologies and allocation strategy. Partnered with IT teams to develop new systems and technology to automate and improve allocation and procurement strategy. Managed 50-member analytic and business team within Walmart China organization. • Grew fulfillment center network from group of small buildings to nationwide network of large fulfillment centers. • Managed vendor compliance team to ensure strong vendor relationship and performance accountability.

Recruited by revenue management department to bridge gap between network planning and revenue management. Led regional revenue management team. Guided team of analysts in providing new tools to help forecast revenue changes with each of nine annual schedule changes conducted by network planning. Oversaw research, statistical analysis, and forecasting of data to identify trends in passenger and revenue performance and defined team’s optimal revenue strategy.Mentored and developed team members through coaching, identifying strengths and providing opportunities to achieve individual and team goals. • Worked with team to identify ways to achieve new revenue opportunities.• Coordinated team strategy with network planning and marketing departments to maximize revenue opportunity.

Created and led schedule design team within network planning department. Worked with cross-departmental teams to balance commercial and marketing needs and requirements with operational limitations and constraints to improve network design and schedule optimization process. Evaluated external systems/process, but eventually partnered with internal teams to design new optimization technology and tools. Led numerous large-scale projects to implement changes and coordinate planning with other departments, including revenue management, marketing, maintenance, and ground/flight ops. Performed statistical and data analysis on flown data to determine revenue trends to redesign network, improving commercial performance and revenue opportunities. • Guided improvements to schedule design process, resulting in revenue gains of $150,000,000 to $300,000,000 per year.• Worked with schedule design team to increase on-time performance by 3% without additional block time / cost added.

Analyzed flown industry data performance, competitive industry changes, and economic data using statistical forecasting methodologies to develop short- and long-term fleet forecasting and scheduling strategies. Worked to enhance current forecasting techniques and develop means to improve forecasting performance. Collaborated with other departments, including marketing, properties, finance, and revenue management, to develop plans for long-term network strategies and other cross-departmental projects. • Consulted with existing and new airport, city, and state officials to discuss mutually beneficial air service opportunities.• Initiation of new service to Des Moines, Iowa, Portland, Maine, and Greenville/Spartanburg, South Carolina.• Received award from Des Moines International Airport recognizing efforts to initiate and expand service to Iowa.

Partnered with members of several departments, including schedule planning, corporate sales, marketing, finance and revenue management, to analyze market performance, evaluate competitor tactics and opportunities, optimize strategy, and coordinate planning to maximize revenue opportunity – areas of focus were Latin America, Hawaii, and Northeast United States. Identified key drivers affecting revenue performance and applied knowledge to help shape airline strategy. Forecasted economic impact and viability of various revenue ideas to facilitate in strategic planning.

Assumed role in combining efforts of two post-merger projects: fare class expansion and revenue migration. Focused on operations research and statistical analysis of background systems and parameters of PROS demand forecasting system to determine means of potential improvement in forecast accuracy and improve overall revenue performance. Built route performance analytics and metrics to enable analysts to track revenue performance and identify markets with additional opportunities. Received Chairman’s Award in 2007.