Leading the new Dealer Enablement team to help our customers transform their businesses through digital technologies.

Responsible for driving Valmont's Global Irrigation’s E-commerce efforts including the P&L for all web-based commercial products, driving traffic to the E-commerce site, conversion rates and performance of the site, site aesthetics, and site functionality.

Responsible for driving profitable growth through operational excellence in analytics, pricing, content, B2B marketing, training and project management.

Responsible for Sales and Operations of Retail, B2B, Foodservice, and Wholesale business units

• Responsible for creating and driving Merchandising Strategy for all product categories at Omaha Steaks.• Transforming Marketing and Creative teams into a product centric business and culture.• Implemented Merchandising Analytics into Marketing business plans.• Partner closely with Director of Product Development to launch new product categories and reformulation based on market research and KPIs. • Creating product category based strategic forecasting for all major holiday and events to better optimize marketing offer performance and drive sales. • Working cross functionally with finance, marketing and logistics to implement end to end unit forecasting for distribution and production.• Leading cross-functional team to reinvent Omaha Steaks Packaging in order to reduce supply chain costs and improve customer experience.• Leading team to transform product training for entire call centers, stores, and digital sales force.

• Responsible for driving Merchandising Strategy and Financial results of $70MM Kids Apparel & Accessories Business• Driving best financial results in the company Apparel year to date through competitively pricing, reflowing, and restructuring kids business.• Coach and mentor team of 4 Senior and Assistant Buyers

• Responsible for Merchant Financial Plan Strategy & Execution for the $85MM+ Kids, Active, & Seasonal Categories (Previously responsible for Home, Misses, and Plus divisions)• 2nd best divisional sales performance YTD 2016 by implementing strategic plan to capitalize on white space opportunities in the size and gender kids mix.• Drove top Merchandise division financial performance for the company in 2014, gaining $10MM in Sales YOY (+5% comp), and +$5.6MM YOY in Gross Margin• Support & Partner with Divisional Merchandise Manager (DMM) to create and execute Merchandising Strategies.• Lead group of Business Analyst to improve allocation and store balance by 10% for fiscal year 2014. Maintained improvement in 2015.• Continually Coach & On-board new Business Analyst to Gordmans and Merchandising. Successfully hired and promoted 27 people within Merchandising.• Aided Human Resources in crafting format for Merchant Internship & Development Program. • Chosen for inaugural yearlong Leadership Development program for FY 2014.• Led one of six cross functional teams through 2015 Companywide Supply Chain Optimization project.• Led on of seven cross function team through 2016 Business Intelligence update.

•Responsible for Merchandise Planning of $750MM Outdoor Sporting Goods Business. •Engaged in coaching and mentoring team of MP Planning Analysts•Partnered with planning support team to improve allocation in camp and water sports businesses. •Led team through Fall 2013 financial planning and resource allocation. •Partnered with Finance to execute and guide Sporting Goods Long Range Plans for 2014-2017.

•Buying responsibility for $450MM Hair Appliance and Accessories business. •Led cross functional team through Hair Appliance Reinvention for Spring 2013, integration strategic insights from Category Management, Vendors, Marketing, and Merchandise Planning to deliver an elevated shopping experience for the 2013 transition. •Drove successful 2012 4th Quarter performance in Hair Appliances through an optimized promotional strategy that increased promotional circular productive by $2MM and drove +100 bps in marketshare gains during the season. •Created and implemented a Total Company Hair Accessories Strategy that collaborated across the organization to leverage this margin enhancing business throughout the floor-pad.Executed and Managed Hair Accessories 2012 Reinvention, which delivered a +5% comp, and share growth of +240 bps. •Captained Target Beauty Buyer multichannel integration, leading process changes to combine store and online merchant roles and processes.

•Led Merchandise Planning launch of #1 entertainment property of 2011- Disney Cars 2. Partnered cross functionally with nine departments to set the Cars 2 Toy Boutique focal green, driving best in retail street week marketshare.•Conducted Low Volume ROI analysis as Division Salesplan Captain. Findings will result in $2-3MM inventory savings per cycle with minimal sales impact.•Improved the collaborative forecasting process with Hasbro, resulting in Unproductive inventory reduction in the Nerf Category by 50% or $12MM over a 9 month period. •Partnered with Merchant Salesplan Captain to streamline division communication, expectations, and Timing and Action. Instituted Toys Salesplan review to drive sales through improved in-stocks at set.•Drove exceptional results in Fall through green instocks, chasing into a $30M sales beat to plan in Nerf and Tech Toys, with comps of +27% & +29% respectively. Received February 2011 Merchandise Planning Director Award.

•Managed clearance pricing strategy for the Toys, Electronics, Grocery, and Seasonal business worth +$2B in annual sales.•Partnered with Merchant teams to improve capture rates for spring and fall transition by over 10%, resulting in +$50MM in margin savings. •Improve A MD forecast accuracy to 5.5% from 25% by creating Transition Markdown Estimator which allows for proactive MD monitoring. Received 4th QTR 2008 Sr. Manager Award for Client Service.

• Responsible for assisting Marketing Director with $250 Million Wheat and Food Grains budget line• Manage all tariffs and contract associated with Wheat, Oats, and Rye • Responsible for actively monitor commodity market conditions in order to formulate wheat market strategy• Involved in forecasting and resource planning for 2007, 2008, and 2009 UP Wheat Business• Provide marketing and pricing support for UP Agricultural sales force

• Primary contact for 300+ canned & packaged food customers• Responsible for management of $23 million revenue base- drove 29% year over year growth.• Worked cross functionally with various departments including Billing Services, Agricultural Logistics, and marketing teams to manage account questions. • Responsible for management of UP 203 Item 5100 & 5200 (tariff) for popcorn andpeanuts • Chosen to be MDSC Training Board member• Exceeded all CSS (Customer Satisfaction Score) goals by an average of 12%