Led Sustainability, Supply Chain, Fleet, Real-Estate, and S&OP teams. The Supply Chain team reduced COGs driving a net revenue improvement 5.5% and the Fleet team optimized our fleet assets in relation to current and future demand resulting in greater market profitability.Looking to meet all of customers' energy needs, we partnered with green energy industry leaders and learned about customers' energy needs to explore the viability of new service delivery models for sustainable energy. We successfully launched mobile electric vehicle charging, hydrogen wethosing and Booster Marketplace generating $XX ARR in the first year.

Led a nationwide team of General Managers, Operations Managers, Operations Supervisors and 150+ front line CDL drivers in 10 locations to serve our customers while maintaining Boosters 50% annual CAGR.To help manage the P&L we implemented a Management Operating System inclusive of standard work and tier meetings resulting in alignment of operations and support functions at all levels of the organization focused on OKR and KPI achievement.

Drove market profitability by focusing on people, processes, and equipment. Which lead to a reduction in employee turnover, reduction in customer misses and complaints, and improved productivity. Led the development and implementation of a front-line employee career progression program, reducing annual turnover by 40% in six months.

Built and led a field operations team that delivered fuel in two business units (consumer and fleet) with operations 24 hours per day that set productivity metric records.Built and led a sales team that produced 16.5X gallon growth in year one. Created a market for mobile fueling in Southern California by partnering with air quality regulators to build the world's first identification and reporting tool for vehicles equipped with Onboard Vapor Recovery eliminating the need for a certified phase 2 fuel transfer.

Built complex & dynamic “what if” top-down financial model by SBU used to run strategic growth and acquisition scenarios. Ran analytics to determine effectiveness of corporate pricing strategy, as well as built a customizable pricing model for distribution to field for scenario planning to optimize branch profitability.

Led a team of 8 responsible for procuring over 6,500 SKU’s with $XXXMM + in spend through 5 DC’s and 13 Warehouses. Improved order fill rate by 4%, bringing service level above 95%, in addition to reducing inventory levels to 35 days on hand and reducing slow moving inventory by 5% resulting in increased sales and reduced working capital requirements.Developed purchasing strategy (tied to base oil market) that balanced working capital costs and facility space constraints with market conditions to maximize gross margin.Launched companies first global inventory management software program to improve procurement order process and ensure adequate levels of inventory.

Assisted management and investment banking firm in valuation, due diligence, and preparation of purchase agreement in a 1031 exchange asset swap acquisition/divestiture. Assisted in a second strategic divestiture with the same responsibility. Successfully led a team in development and validation of 53 operational, sales, and financial reports due to system conversion. Developed, implemented, and managed finance department oversight and audit of Customer Cash Advance and Loaned Equipment Program (approx. $2MM in spending annually) through calculating IRR, breakeven, and NPV of after-tax cash flow.

Built complex “what if” financial models for marketing department to run scenario analysis for new product development or product discontinuation; financial model included data inputs for growth, attrition, and cannibalization.Conducted analysis and present findings in “Top Customer Focus” meetings including performance year to date vs. budget, and prior year, profitability analysis, marketing expenditures vs. budget, discounted item pro-formas, and sales development funds actual expenditure vs. budget variance analysis.

Lead in reporting and analysis post divestiture of four brands to CEO/CFO of acquiring PE firm which included product and brand profitability, customer performance and profitability, inventory value & days on hand, as well as monthly earn out calculation.

Built promotional proformas for marketing department to determine profitability of promotions. Assisted in the closing and launch of a new SAP platform, primary responsibilities included rebuilding and ensuring the accuracy of all financial reporting. Assisted other departments in effort to meet critical deadlines.

Conducted GL reconciliations, journal entries, marketing expenditure reporting, freight expense reporting, and COGs variance analysis in month end close process.Performed Costing procedure of product components in SAP.

Co-founded a start–up company focused on developing the emerging adult novelty beverage/product market.Invented trademark products including alcoholic ice pops branded “Liquors” with the intention of reinventing how the world views, enjoys, and consumes alcoholic beverages.Created a strategic business partnership with a competitor to try and overcome barriers to entry and share critical business resources needed to get products into the marketplace.

Provided informative and technical support to customers and registered representatives on variable annuity products.Performed account maintenance including trades, rollovers, withdrawals, transfers, and other miscellaneous operational tasks.

Initiated specific industry research on privately held companies according to guidelines set by private equity clients.Conducted operational and financial analysis for presentation to manager on a daily basis.

Based in London, assisted head of trading with daily responsibilities including margin calls, competitor market spread analysis, creating new futures contracts, updating firms and client accounts with opening and closing prices.