Recently led the Operations Organization for Eyemart Express, with direct P&L responsibility of $350M in revenue, 2,000+ associates, and over 245 locations. Direct operational responsibilities include overseeing sales growth, customer experience, site-level operations, quality of sales, centralized warehouse and manufacturing facilities, initiative development and execution, and process automation. • Led the integration of Labor Standards to upgrade the Company’s labor management tool to optimize store labor across the network of over 245 stores. • Utilized customer feedback to drive experience and increase satisfaction scores, Net Promoter, by another 5% year over year. Every quarter in 2022 set new all-time highs.• Developed tools to help field leaders quickly identify store KPI opportunities and improved performance by 10% against 2021 actuals. • Created many recognition and award programs to drive loyalty and engagement in stores to improve associate retention by more than 10%. • Developed a sales mindset in our field leadership team to grow sales by regular B2B activities that improved local participation by over 500% and grew new customer revenue an additional $1M per month. • Created procedures and reporting tools to drive local recall efforts in stores. Store associates made over 200K customer calls and pulled forward an additional $500K of return business for the Company per month. • Recalibrated our pay for performance programs to align strategically to drive New Store performance, improving director level performance, and increasing sales incentives to fund additional revenue for the organization.

Led four districts for Eyemart Express covering the Midwest, East Coast, and South amassing more than $100M in revenue and more than 550 associates across 70 locations. Direct operational responsibilities include overseeing sales growth, customer experience, site-level operations, quality of sales, initiative development and execution, and process automation. Led my teams to create strong collaboration with customer service, marketing, finance, human resources, professional affairs, and business intelligence.• Led the implementation of an enterprise labor management platform for Eyemart Express, resulting in improved labor management, associate engagement, and labor leverage, which led to a 6% annualized reduction in labor expense. • Improved top line sales in 2021 by 30% by utilizing Quality of Sales metrics at both the store and associate level to identify sales training opportunities.• Improved Net Promotor Score from 42 to 60 during time in role. • Implemented a monthly business performance review cadence at both the region and district level to drive performance and accountability, leading to an improvement in key performance indicators by over 15%.• Improved store performance and associate retention by developing a thorough hiring and on-boarding process; focused on expectations, performance management, leadership development, and action planning for underperforming stores. • Improved colleague engagement scores by 60% by developing a daily team huddle process to encourage store communication.

Led the turnaround of a historically, low-performing district within the long-term care division of CVS Health. Manage a P&L of $600M with responsibility for 8 locations, over 500 colleagues, serving over 600 healthcare facilities across Virginia and Maryland. Key Accomplishments• Customer satisfaction has improved by 126% in the district over the last 8 quarters. Relationships have improved between customers and operators as GMs have acted on customer feedback, met with decision makers, and attended regularly scheduled quarterly business reviews. • Improved district delivery expense by 35%, $65K per week, by reducing costly emergencies deliveries, optimized service territories, and eliminated redundancies. Order fulfilment from closest servicing pharmacy and consistent execution of order completeness decreased this wasted expense.• Improved payroll per script in the district by $0.19, $20K per week, since February 2018 by measuring and reporting productivity, utilizing pharmacy technicians at full capacity, and scheduling staff during optimal hours of operation. Productivity tracker was shared with senior leadership and nationally rolled out.• District metrics for order completion and on-time delivery have improved by 30% by driving internal communication, colleague accountability, and process improvements to optimize automation in the pharmacies. Utilized data within Tableau and from analysts to identify opportunities to drive work flow to mirror pharmacy demand. • Annual compliance survey scores have increased by 50% since 2018 with strict focus of quarterly self-reviews and accountability of poor performing pharmacists’ in-charge. Average score for 2019 far exceeded company standards.

- Led a district consisting of 9 LTC pharmacies in Georgia, Alabama, Mississippi, Arkansas, and Louisiana. Led a team of more than 200 colleagues to fill more than 3.2M prescriptions annually for nursing homes and assisted living communities. Revenue responsibility of approximately $225M.- Improved Operations Scorecard by 38% and finished 2017 at 90%.- Successfully completed two pharmacy consolidations, reducing payroll expense by $860K, and maintained service levels and retained all impacted customers.- Customer Service satisfaction improved by 61% by the end of 2017.

- Led a large Regional Service Area consisting of four LTC pharmacies (Georgia (2), Alabama, and Mississippi)- Led a team of more than 250 team members to support more than 300 nursing homes and assisted living communities- Service over 22,000 beds; totaling approximately 2M prescriptions annually- Finished 2016 beating EBIT by $172K or 108.3% to plan.- Grew AL business by 40% which led to beating growth budget by 5% and 1,600 net beds positive.- Drive operational effeciencies through automation, process improvement, and regional reorganization where possible- Significant focus on account management to retain business and grow organically- Present business transition plans to prospective customers interested in pharmacy services

- Responsible for leading the direction, promoting/hiring the talent, and executing on the directives of a $150M business unit for McKesson Medical Surgical. 100K sq ft facility, including $14M in inventory- Deep understanding of driving warehouse and transportation efficiency by optimizing Red Prairie WMS/LMS and Apacheta technologies- Lead 12 manager and 90 team members across Georgia, Alabama, and Tennessee- Consistently rank in the Top 6 in the Operations Metrics- Team supports 90 full-commissioned Sales Representatives for McKesson Medical Surgical- Member of the Excellence Roundtable (Peer Nomination). This select team is responsible for creating the culture, defining best practices, and generating opportunities of the newly combined McKesson and PSS World Medical distribution networks

- Responsible for leading the direction, promoting/hiring the talent, and executing on the directives of a $95M business in a 70K sq ft facility with some 80 regular employees in warehouse, delivery, customer service, Bio-Medical technicians and accounting [managing an average $12M A/R] Additionally, 45 full-commissioned sales representatives- Lead 7 manager and 70 team members across New Jersey, New York, and Pennsylvania- Improved branch standing in Operations Metrics from #25 (last place) to Top 12 in less than three (3) years - Improved Inventory Shrinkage by $300K YoY- Increased GP by 6.51% YoY by utilizing better cost opportunities and sales strategies- Sourced, selected and developed the last four individuals promoted prior to recent acquisition, to Director level roles (Leaders currently running BU with McKesson)- Selected by corporate executive team from peer nominations for four (4) consecutive years to serve on the Corporate Operations Excellence Team. This select, cross-functional group develops and introduces strategies for improving company processes and services- Recipient of the 2011 Annual Eagle Award for Operations Leaders (2013 and 2014 Finalist)

- Completion of the Operations Leader Training Program- Assist Operations Team in compliance with Florida Pedigree. Managed Rx inventory for three Florida Operations Centers ($5M inventory value) to demonstrate evidence of “chain of custody” to Florida State Board of Pharmacy requirements and regulations- Promoted in 12 months to New Jersey Operations Leader - Most Challenged DC in the Network

- Perform operational reviews at fiscal quarter-end. Review includes detailed transaction analysis of customer accounts receivable, revenue recognition, inventory management, and cash application procedures. Test of internal controls in compliance with Sarbanes-Oxley- Established new company standard for branch pre-work processing time of one day by creating innovative use of Computer Assisted Auditing Tools and Techniques (CAATTS). Represents reduction of 85.7% from previous time of one week

- Responsible for leading many audits across Kroger's extensive book of business. - Audits included, but were not limited to, financial audits, manufacturing audits, store audits, and those requested by management. - Reviewed working papers and audit comments with Senior Management at completion of audit work.