Charged with improving inventory flow, in-stock rates and supply chain efficiency for 360 stores through 3 distribution centers.• Positioned inventory for key Black Friday and holiday selling season in 2 month compared to a typical 6 month lead time. Result: Delivered sales +2.3% to LY for Black Friday and -1% for December, which was an improvement from the -6% STD trend.• Implemented SKU segmentation for replenishment to shift inventory investment to the highest sales and margin producing SKUs. Result: Met all in-stock goals by SKU segmentation and eliminated overall SKU count by rationalizing out poor performers.• Evaluated and recommended changes to order frequency and timing from vendor to DC and DC to stores. Result: More efficient supply chain process would provide $250K in freight savings annually. • Led team of 60 inventory management professionals

Accountable for daily operations of merchandise planning and inventory management for brick & mortar and eCommerce stores including full profit and loss accountability for $2.5B in sales and $1.5B in inventory.• Collaborated with CEO, President, and CFO to develop 3-year company financial strategic direction and capital budgets based on demand planning by vendor and store location• Developed seasonal and weekly revenue and gross margin plans for each product category to align to the strategic initiatives with GMM’s of Merchandising• Managed open-to-buy forecasting processes to identify trends and maximize sales and margin opportunities based on in-season analytics and effective inventory management• Strategically grew gross margin over 6 consecutive quarters through strict pricing and inventory controls from Q4 2012 thru Q1 2014 delivering an average +20 bps improvement each quarter• Architect for $40M aged inventory reduction, which improved gross margin rate by 20 bps in 2016• Maximized sales in strategic vendors (2014 to 2017): Under Armour ($0 to $59M), Tommy Hilfiger ($7M to $23M), Chaps ($15M to $30M), and Ugg ($0 to $10M) • Improved supply chain planning processes through training, advanced analytics, reporting, and accountability to deliver a 25% improvement in inventory effectiveness by location• Developed store clustering strategy to define vendor consistency and presentation across a diverse group of stores. Individually managed store metrics to maximize sales opportunities by location.• Collaborated with HR team to develop comprehensive training by identifying operational issues to more effectively deliver functional planning goals• Implemented locker stock program in shoes to improve in-stock position by store, maximize sales, and reduce shipping expense based on demand planning analytics• Led team of 95 planning professionals (7 VP’s of Planning, 43 planners, and 45 assistant planners)

Accountable for merchandise planning and inventory management for brick & mortar and eCommerce stores for a budget of $1.2B in sales and $725M in inventory.• Created merchandise holdback process to react and allocate product after Thanksgiving to improve in-stock position on key items to maximize December sales, delivering increased sales by $6M• Championed SKU rationalization and inventory reduction and eliminated $60M of non-productive inventory in 2013, which led to margin improvement• Improved private brand margin in FY13 by +183 bps to 39.3% by influencing assortment planning to increase in-season sell thru and reduce end of season markdowns• Developed “boot camp” training sessions for planners and assistant planners to improve the art and science of planning and allocation, which led to improved inventory management• Strategically reduced seasonal carryover inventory in cold weather merchandise by $20M or -25%, which improved GM metrics by 60 bps • Led team of 50 planning professionals (4 VP’s of Planning, 22 planners and 24 assistant planners)

Accountable for merchandise planning, assortment planning, product allocation and replenishment for brick & mortar and eCommerce stores for a budget of $411M in sales and $275M in inventory.• Maximized the Keurig single serve coffee business from $0 to $25M by utilizing problem solving skills to build data-driven budgets• Drove incremental $8M sales from “Big Day” strategy to capitalize on Black Friday & Community Days• Instituted seasonal buy reviews to reduce assortment duplication and improve inventory efficiency• Increased replenishment in-stock percentage by 300 bps through coaching and improved modeling• Improved performance management by establishing “skip level” touch base to mentor, coach and develop team based on recommendations• Led team of 24 planning professionals (11 planners and 13 assistant planners)

Areas of responsibility: Men's and Home

Buying responsibilities: Furniture, Men's Denim, Housewares, and Luggage,