The Sprucery, one of Colorado’s largest tree nurseries, garden centers, and scape providers with the following businesses - The Sprucery Garden Center and The Sprucery Scapes.• Rebranded the businesses to link the three operations to fully support retail and wholesale customer needs.• Rebuilt the leadership team structure to carry the business forward and create a new customer experience.• Targeted new markets to grow the business with the development expansion south of Parker, CO.• Established a team culture around “who we are” and “what gets us excited.”

• Created a nationwide $100 million supply chain network with centralized production planning, inventory management, supply chain strategic planning, sourcing, and analytics to optimize the product delivery for the customers’ expectation, driving EBITDA growth results, and expansion objectives over the next four years.• Implemented S&OP and OTIF reporting, processes, reviews, and action planning to drive operational improvements serving the needs of our customers.• Managed working capital through inventory consumption efforts targeting a $3 million reduction.• Experimented with RPA (robotic process automation) to reduce manual activities.• Led an e-commerce launch to sell stone online creating a new distribution channel.• Upgraded the ERP system with a cross functional team for improved efficiency, reporting, and growth. • Led two nationwide projects. One was designed to reduce manufacturing costs $2 to $4 million and the other was to improve our bidding technology to capture $1 million of margin loss.• Built practices and metrics to drive business performance in our 9 manufacturing plants post COVID.• Developed new products to support the modern architecture styles creating higher margins opportunities. • Applied Lean methodologies and OKRs to identify root causes, test solutions, and execute goals.

• Improved the mold quality resulting in $2 million (20%) savings which drove an increased PE company sale price by $10 million in early 2019 creating an 11.5X ROI on the initiative.

• Restructured the operations staff due to the challenging market expectations for 2016.• Prepared change proposals for the union collective agreement bargaining process.• Facilitated production plans and crew member allocations to support variability in the reduced sales requirements.• Led an inventory review and assessment to drive down the site balance sheet value by 10%.• Continued building the union management relationship to improve the interactions between the two parties.• Provided staffing recommendations for short and long term needs following my transition.

• Focused on basic operational principles and Lean tools to help turnaround the facility’s key metrics Productivity, First Pass Yield, and Availability to generate positive EBITDA improvement vs. prior year of $27 million along with a 43% increase in finished prime tons. • Developed an open communication process with Maintenance, Supervisors and Crew Members, so we could begin implementing improvement recommendations that came out of Value Stream Analysis (VSA) sessions to drive the necessary change resulting in a 21% increase in line Availability. • Reduced the number of changeovers by enhancing our planning and communication process with Sales and Production Planning Teams, which allowed for longer product runs increasing the First Pass Yield by 8%.• Allocated staff and time for training and developing our crew members, so the production line could build depth with the operators where Productivity increased 18%.• Managed the site through a complete layoff and shutdown of the operation during 2015 and 2016 due to the falling price of oil while focused on producing quality pipe.

• Designed and executed a turnaround strategy to organize the facility and maintained EBITDA of $4 million in a year exposed to nine monthly price decreases in the scrap market. • Rebuilt non-ferrous business, grew revenue from $1.1 to $1.8 million by selling in Canada and exporting to China and South Korea, also in a declining price environment.• Developed a sales expansion strategy with the Alberta Buyer to source new product sources and third party sales distribution channels for excess material not required internally.• Built a positive working relationship with United Steelworkers representatives while implementing a third shift and other operational improvements.

• Refinanced the ABL credit facility for $610 million by combining two facilities which reduced the interest rate by 200 bps and negotiated negative covenant flexibility. • Relocated the Treasury operation from Portland to Chicago creating a change management culture so that best practices and technology can be implemented.• Built a new syndicate of banks to support the company’s growth strategy providing credit and access to their banking solutions.• Expanded Treasury’s area of responsibilities into general operating activities. • Implemented a new integrated travel management solution with T&E cards to improve controls and generate approximately $2 million of benefit over three years.• Established a project to reduce check payments from over 30,000 per year by transitioning to electronic settlements which is expected to produce up to a $2 million annual rebate benefit.• Created new banking structures in the US and Canada to release working capital, streamline transaction accounting, and leverage bank technology. • Developed finance metrics to manage result improvements for the team.

• Managed a team of nine professionals across three cities: Chicago, London, and Amsterdam to accomplish international treasury management objectives. • Designed and implemented a European regional treasury strategy to consolidate the treasury functions in the UK, Norway, Germany, Italy, France, Spain, Belgium, Austria, Switzerland, Sweden, and Denmark to Amsterdam resulting in cost savings over $1 million, enhanced investment income, and improved controls.• Led the renewal of a €650 million Euro Credit Facility to continue providing a source of liquidity to the company with ten new syndicate members. This facility was one of the first five year transactions completed for a BBB+ firm post the 2008 financial crisis.• Integrated the head office treasury operation of an acquired company from London to Amsterdam resulting in a $500,000 annual cost savings.• Rebuilt the treasury team to three analysts in Amsterdam resulting in managing a total team of nine analysts split between Chicago, Amsterdam, and London to accomplish international treasury management objectives creating a $700,000 annual cost savings.• Implemented a payment approval workflow tool ensuring proper controls in manual payments.• Realign banking business and relationship rankings to allow for fact based analysis of key banking partnerships.• Built rapport with country finance management to implement the regional treasury strategy in their country.• Coordinated the execution of tax planning strategies to reduce the effective tax rate.• Presented at the EuroFinance Amsterdam and Wind City Summit Chicago conferences about how Aon uses notional pooling to manage liquidity and counter party risk.• Led the annual dividend process to find new participants and retained earnings for repatriation to the US totaling $200 million to $300 million annually.

• Coordinated liquidity management through a $1.1 billion multi-currency notional global cash pooling structure to reduce external financing needs with over 20 currencies.• Issued a Canadian term debt transaction reducing the amount borrowed on our credit facility.• Facilitated the annual dividend process to repatriate $160 million to the US for share repurchase activity.• Utilized multi-bank reporting from different regions to analyze excess operating cash balances.• Oversaw other analysts’ work, which allowed management to focus on more strategic tasks.• Conducted peer analysis reviews and valuations for potential M&A activity.• Researched cash management and central bank requirements in Latin America to understand the treasury environment.

• Evaluated corporate aircraft financing options to determine fleet upgrade alternatives.• Coordinated Sterling Collision Center’s leasing requirements to provide funding for a property expansion program through both synthetic and sale leaseback structures.• Managed shareholder services to ensure the shareholders requests are being executed and determine areas to reduce expenses. These activities include shareholder questions, an oddlot program, the Annual Meeting, and managing the relationship with our stock transfer agent.• Led a stock transfer agent request for proposal, which resulted in selecting a new vendor with higher service levels along with an annual savings of $100,000.• Implemented delivery of the annual report to Allstate employee shareholders via email to reduce postage expenses by $100,000.• Conducted forecasting and liquidity management for Allstate Corporation and Allstate Insurance Company to plan for and fund additional cash needs.

• Managed the daily requirements and annual renewals of the $5 billion Global and European Medium Term Note Programs (MTN) to ensure there were no potential issues with the transactions. • Closed over twenty-five MTN issues resulting in over $3 billion of new capital.

• Completed the Insurance, Series 7, and Series 63 security licenses, which provided the ability to work with customers on their investment objectives.• Learned the key foundation approaches to personal investing and retirement planning to help customers meet their saving goals.

• Rotated through over a dozen different departments and roles that support the daily retail banking operation, which was designed to provide the core knowledge required to run a retail branch location.