• Head of Strategy function in North America. Lead team of 14 professionals charged with setting the overall direction of Nike’s largest operating segment (approximately $16 billion in annual revenue). Ongoing responsibilities include 3 year strategic planning process, monthly business reviews, and overall seasonal planning offense• Developed overall marketplace strategy for the geography. Work included consumer segmentation, consumer journey analysis, development of new consumer concepts, account evaluation, financial modeling, and membership offense • Serve as chief of staff to geography President. Partner with key functional groups (Brand, Sales, Nike Direct, Supply Chain, Planning, HR, Finance, and Legal) to drive integrated agenda• Partner with CFO to develop Annual Operating Plan process and final deliverables to Corporate leadership

• Managed overall P&L for Men’s Training category (Revenue in excess of $1.1 billion). Responsibilities included setting annual budget, monthly close, SG&A management, product pricing decisions, account discount strategy, and margin analysis• Led 3 year strategic planning process. Work included consumer definition, category positioning, account planning (wholesale and Nike owned channels), brand strategy, and product constructs• Partnered with key internal stakeholders (Sales, Merchandising, and Brand) to develop Under Armour attack plan with category leadership • Served as interim GM of category for 6 months (led team of 32 professionals). Spearheaded account segmentation work as well as product chase offense that generated approximately $20 million in incremental revenue

• Primary Fundraising Board for all of Stanford Athletics• Served on Executive Committee as Treasurer. Responsible for working with the Administration to develop and set fiscal fundraising targets• Worked with Athletics staff to develop financial model for evaluating incremental donor revenue for Stanford Football stadium• Awarded the Charles Gundelach Award for Inspirational Service

• Member of Levi's Stadium Finance Team. Managed overall project pro-forma, led due diligence process and spearheaded closing of $850 million senior credit facility (the largest in NFL history) and $200 million in NFL support (the first of its kind)• Partnered with sales team to evaluate potential sponsorship deals and develop overall pricing map of the new stadium• Led New Stadium Concessionaire selection process. Negotiated final agreement that included $6.8 million annual guarantee and League leading commission rates• Evaluated new business opportunities for the Club. Successfully launched 49ers Gameday Live, the official mobile app of the 49ers (400K+ downloads), 49ers Total Access for Kids, a weekly television program geared toward younger fans of the 49ers, and 49ers Team Store, a stand-alone retail concept• Member of cross-functional team charged with developing the next generation of fan experience• Assisted the COO in redesigning the organizational structure of the business operations of the Club. Organization has seen double digit growth in top line revenue every year since the redesign• Served as interim head of marketing (6 months). Brought design function in-house and increased gameday digital content staff

• Member of Capital Markets Group (3 professionals). Responsible for monitoring overall capital structure of the Company and managing all funding decisions. Primary contact point with investment banks (approximately 30 institutions). Participated in debt offerings totaling $3B• Developed capital structures for potential theme parks and resorts. Assisted business development team in creating project pro-forma. Led face to face negotiations with foreign governments• Assisted Treasurer with Board presentations. Work included counterparty exposure, dividend policy, and potential rating implications of M&A activity

• Member of cross-functional team charged with expanding Kids and Baby business (estimated steady-state revenue is $250M annually). Reviewed competitive market situation, assisted in consumer surveys/pricing studies, developed financial model, and presented findings to Division President • Responsible for all new store openings in the Outlet division (approximately 40 stores per year). In FY05, exceeded plan by 74% (generating incremental annual sales of $65M)• Managed the capital budget of the division ($53M annual expenditure)

• Researched potential business models for international expansion and developed key learnings from study of competitors’ efforts. Final results presented to Gap Inc. CFO and other senior management.• Partnered with merchant groups, visual design, and distribution to develop quantitative metrics for in-store segmentation test of Girls Fall line. Process design summarized and presented to Old Navy CFO

• Initiated and developed analytical capabilities of the group. Hired, trained, and managed team of financial analysts (4 direct reports)• Analyzed potential redevelopment of Universal Studio Lot to include new housing and office components• Responsible for identifying potential real estate cost savings and dispositions from merger of Vivendi and Universal Studios. Duties included frequent interaction with senior management in the United States, Europe, and Japan. Initiatives resulted in annual savings of $8M and cash generation in excess of $24M

• Designed fiscal impact analysis for negotiations with city and county officials for approval of $2B redevelopment project (Grand Central Creative Campus). Assisted with community outreach efforts to ensure project support from local residents• Lead real estate analyst for Times Square Studios, flagship broadcast facility for Good Morning America/ABC. Performed lease versus buy analysis (Discounted Cash Flow), collaborated with capital budgeting group, and presented summary economics to senior management to aid the site selection process