WelcomeHealth provides quality medical care, dental care, and support services in partnership with other community resources to low income individuals regardless of their ability to pay. WelcomeHealth provides opportunities for and encourages a spirit of volunteerism and service to the community.

WelcomeHealth provides quality medical care, dental care, and support services in partnership with other community resources to low income individuals regardless of their ability to pay. WelcomeHealth provides opportunities for and encourages a spirit of volunteerism and service to the community.

SAKE is a non-profit student-run business based out of the Walton college. It's primary goal is to educate students in the innermost workings of live business functions. This includes six separate teams: Accounting, Operations, Commercialization, Marketing, Sales and Customer Service. Through these opportunities, students have the chance to grow their business knowledge and connect with the broader University of Arkansas community.

Team Lead for the customer facing supply chain efforts supporting Nestle Coffee Partners across the Wal-Mart Inc portfolio.

Responsible for all facets of customer supply chain supporting the Walmart, Sam's Club, and Dollar Channel, and Publix accounts.

The mission of Hope Cancer Resources is to provide compassionate, professional cancer support and education to the Northwest Arkansas region today and tomorrow. Our vision is to be recognized as the premier source for comprehensive cancer support services while enhancing quality of life.

Led the reboot of the International Supplier Collaboration Board (ISCB) working with 23 suppliers with significant international presence with the focus on collaboration of best practices to improve KPIs (Fill Rate, Unproductive Inventory) and cross-functional collaboration Acted as a point of escalation support and representative for market system needs with Bentonville technical teamsFocused on supporting Brazil Replenishment efforts through project management methodology

Led two separate teams of management associates (6 directs, 13 total), supporting Project Store Merchandise Strategy, Issue Resolution, and Disaster Recovery Created teams and processes to support merchandising in project stores, training for field associates, and alignment of Home Office managersSupporting 750+ projects on an annual basis including New, Relocation, Expansion, Remodel, and Closing storesTeams resolve 30k field escalations annually with 75% being resolved without further assistanceConsistent focus on developing and recruiting talent as proven through associate promotion and placement

Managed a team of five associates supporting annual sales of $8.8B across 14 merchandise categories with an average inventory of $514MMDeveloped and executed a system migration plan to the Global Replenishment System (GRS/JDA Demand and Fulfillment Modules), resulting in 100+ suppliers representing $3.55B in annual sales being successfully converted and ongoing resource for multiple SBUsDeveloped three management associates into promotion, reorganized people structure to improve customer service and associate engagementExecuted a Lean Six Sigma collaboration project with Quaker Oats resulting in$10MM in cost deferral and an additional $2MM in supply chain savings that funded EDLC/EDLP for a key pack size

Managed a team of two associates to support the first two releases of the Global Replenishment Solution (GRS/JDA Demand and Fulfillment Modules) and Order Management System (OMS) software packagesDeveloped and implemented GRS supplier/OMS user cutover strategies to maximize business exposure and mitigate risk through coordinating with multiple teams on supplier selection, training and testing schedules Developed and implemented of a global support model, spanning three distinctly different workday zonesCollaborating with and managing technical partners through operational challenges, including communication to impacted parties Led a Replenishment team through Project Management Methodology to develop common cross business unit recommendations for Lead Time calculations, resulting in a MABD improvement of 5.2%Executed Executive Leadership sales and inventory project by leading the replenishment team to produce data analysis and a presentation of results that delivered a ROI of 1.77 for a third of the Laundry categorySubject Matter Expert for GRS Release 2 work streams in the areas of Item Complexity, Sales History, and Demand Segmentation

Financial Analyst II – Truck Division Responsible for bi-monthly expense forecasts to the COO and monthly general ledger closing dutiesUpdated forecast model for driver pay, which is the second largest corporate expense at $184mm per yearImplemented policy change and audit process for the driver per diem program, an annual expense of $32mmCreated operational cost models to forecast fleet performance and sizeBusiness Systems Analyst – Intermodal DivisionCoordination of business needs with the respect to IT resourcesDeveloped and implemented scorecard metrics for operations staff utilizing IBM DB2 (SQL), Access, and ExcelParticipated in reviewing all IT projects for 2007, with recommendations for the Corporate Advisory CommitteePricing Manager I & II – Truck DivisionResponsible for the profitability and balance of seven marketing areas with an annual revenue exceeding $100mmLowered direct costs through deadhead mile reduction of 22% while maintaining profitability Created and implemented a spot quote hotline for internal users in an effort to provide better customer service to the marketing staff and allow workflow planning for pricing managersDrayage Operations – Intermodal DivisionEnsured on-time service for both pickup and delivery while maximizing equipment utilization and minimizing drayage expenses