Reporting to the Chief Commercial Officer, overseeing the planning, reporting and analysis for the $180M enterprise cost-to-serve network. Primary business partner supporting nine VPs, their staff, and managing 7 direct reports (19 total FTEs)• Developed and implemented a streamlined Latest Estimate (LE) process, enhancing financial accuracy and forecasting efficiency. Established standardized procedures and templates, ensuring consistency and reliability across departments. Collaborated with senior leadership to align LE process with strategic objectives, driving informed decision-making and resource allocation. • Led and implemented a comprehensive Cost-To-Serve, Cost-To-Retain, and Cost-To-Administer financial tracking process, enhancing cost transparency and accuracy. Collaborated with relevant departments to gather requirements and ensure alignment with organizational goals. Allocated resources and conducted training to support implementation, achieving full process integration. • Contribute to strategic planning and development of operations transformation roadmap as a critical member of the Operations leadership team. Help develop talent and set clear development goals and plans and actively train and provide P&L knowledge.

• Integrated a newly acquired commercial business unit developing both the operating and strategic plans, created branch specific P&Ls, KPIs and monthly reporting and successfully implemented a pricing action that drove a 15% increase in revenue. • Spearheaded the development and implementation of new processes, analytical frameworks, and reporting systems for 14 departments within the Operations Organization, enhancing operational efficiency and data-driven decision-making. • Spearheaded the design and implementation of a key initiative to develop an Operations dashboard to monitor key revenue initiatives, call center service KPIs, service job performance, and a new digital customer engagement chat platform.• Created a results-driven internal audit team focused on personal accountability and collaborative teamwork. Recaptured $5.0M + of costs in service dealer network and led an initiative to upgrade an application issue, saving $1M in cellular costs

• Improved promotional and customer rebate spending across the vendor management and sales teams by implementing a standardized ROI investment analysis tool that led to the renegotiation of deals and reduced net sales deductions by 15%.• Spearheaded the design and implementation of a key company initiative to identify low gross margin items.• Helped lead a project to consolidate the company’s 5 ERP systems into a transactional data warehouse which improved analyses capabilities and decision making

The role was designed to be a key business partner to field sales and the fine wines suppliers to provide thought leadership around the right balance of volume, pricing, and product mix across customer channels to drive gross profit dollar growth. • Led new FP&A team focused on business intelligence and KPI capabilities for HQ and field users. Developed price and revenue management tools that optimized both Republic’s and the supplier’s trade investments with customers. • Responsible for managing supplier P&Ls (50 in total) and provided key variance reporting; partnered with internal stakeholders to recommend and implement key corrective actions, led quarterly business reviews, and developed joint business plans.• Overall, the role mostly focused on analyst level responsibilities: approved pricing overrides, executed floor stock adjustments, managed supplier A/R, reconciled past due accounts, and managed supplier inventory write-offs and ensured appropriate bill backs.

Reporting to a Sr. Finance Director, led sales and profit growth for 10 product categories, combined with $2.5B in sales. Business partner supporting 4 Merchandising Sr. Directors and their 25+ staff and managing two direct reports. • Recruited to a newly created Merchandising Finance team focused on establishing processes, analytical capabilities and reporting for a key strategic initiative commissioned to optimize product assortment. Delivered a combined three year 5% CAGR in gross profit and a 5.5% CAGR in case volume from FY2014 to FY2017.• Provided overall finance leadership, business planning, results tracking, pricing recommendations, and decision support for each product category. Led monthly financial reviews and drove performance management by reviewing jointly developed financial KPIs and developed key action plans to improve gross profit by 15% and producing $750K in savings. • Successfully developed, implemented, and managed a new planning, reporting, and forecasting tool which reduced the planning cycle by 1.5 months and increased forecast accuracy by 20%. Led the analysis of sourcing and pricing options with new suppliers, including cost negotiations, sales initiatives, assortment optimization, and promotional activities resulting in $750k in savings.

Reported to the Sr. Finance Director of FP&A, led all the annual and monthly planning and reporting of a $200M Supply Chain budget for two manufacturing facilities. Strategic business partner to two plant controllers and their 10+ staff.• Provided decision support and performance commentary to the US Supply Chain Leadership Team and VP of Finance on all supply chain issues. Responsibilities included: coordinating the development of the annual manufacturing budget and analyzing gross profit monthly results including a manufacturing cost bridge analysis, commodity forecasting, and key strategic purchasing decisions. • Performed financial analysis and made recommendations regarding key corporate business decisions for all aspects of new products, including capital expenditures, co-manufacture relationships, marketing spending, and distributor pricing in all markets.• Streamlined the component cost review process on current and new product introductions identifying $300K in savings. Led the development and implementation of a comprehensive KPI scorecard process across two plants which resulted in $275K in savings.

Reported to the Controller, provided financial analysis for all new product innovations and long-term strategic plans for a joint venture with PepsiCo. Business partner to two Brand Strategy Directors and their staff of 15+. Managed 2 direct reports. • Developed a comprehensive innovation evaluation process that improved portfolio management by enabling easier strategic decision making. Successfully partnered with each functional team to provide role clarity and help define project KPIs .• Developed long-term strategic plans for the Brisk, Pure Leaf and Lipton iced tea brands, managed all innovations with full P&L responsibility in North America, developed strategic pricing benchmarks versus competition and provided performance reporting to the joint venture leadership team. Successfully achieved a three-year innovation pipeline delivering $150M in incremental profits.• Finance lead on a cross-company and functional team to develop a comprehensive, go-to-market strategy to migrate the Lipton iced tea brand into a more competitive manufacturing platform. Led all the development of a financial model that segmented the profitability for the ready-to-drink iced tea category by key channels and led the process to procure $15M in capital assets.

Reported to the Director of Finance, managed a cross-functional team, including 2 direct reports, in delivering a five-year plan for the Spreads & Dressing Categories. Managed strategic reviews with cross functional leadership teams in U.S. and Europe.• Instrumental in leading a cross-functional team that evaluated a $25M turnaround investment strategy for the North America Mini-Drinks Category. Developed the financial analysis that drove the decision to cancel plans the Functional Drinks category in the U.S. Successfully saved $5M in exit costs by targeting retail channels to purchase excess product inventory. • Led strategic reviews of $1.1B North American Spreads & Dressing Categories. Developed long-term strategic plans for the business and managed all innovation projects. Provided performance reporting to the regional and global leadership teams.

Reporting to the Director of Finance, led the financial analysis, budgeting and forecasting for the Dove, Vaseline, Suave and Q-Tips brands with $400M in sales. Supported three Marketing Directors and their 10+ staff and managed two direct reports • Effectively led multiple projects and teams through the merger of the Foods and Personal Care businesses, including cost forecasting, reporting, and overhead management into a new organization with zero defects and two months ahead of schedule.• Responsible for managing the North American innovation and SG&A cost budgets and ensuring robust resource and budget allocation across capital expenditures, marketing development, and R&D activities.• Full ownership of P&L and balance management activities. Responsible for the planning and forecasting processes, analyzed and reported month-end, quarter-end, and annual financial results. Led all the financial valuation of new product development initiatives.

• Senior Project Leader, Financial Services Division, J.D. Power & Associates, 1998–2000: Managed all nationally syndicated and proprietary research focusing on measuring customer satisfaction in online trading and credit cards. Role expanded to include selling marketing research data. Successfully sold $250K customer satisfaction studies to two Connecticut casinos. • Project Leader / Assistant Project Leader, BAIGlobal, Inc., 1995–1998: Organized market research projects and managed the day-to-day operations of a $500K, 15K interview customer satisfaction tracking study for American Express Travel Related Services.• Assistant Project Leader / Analyst, The NPD Group, 1993–1995: Designed customized analytics for such leading apparel manufacturers.