Recruited by the CEO to develop and implement a new procurement department while driving value for the organization by maximizing the return on committed capital through increasing turnover, reduction of safety stock, a high level of service and reducing total cost of product ownership.• Doubling EBITDA in a five-year period from $60M to $107M• Completed $1.12B sale of Harvard to Cardinal Health in 2015 (Private Equity transaction)• Provided and implemented the overall strategic direction for supply chain and operations• Lead strategic sourcing team with activities related to $450m in spend annually• Developed and implemented a new procurement/planning team (20 staff members)• Implemented supplier strategies and relationship management• Executive Sponsor for implementing Manhattan Inventory Optimization & Demand Forecasting• Improved Return on Committed Capital (ROCC) from 21% to 26% in first 12 months• Reduced slow and obsolete inventory (SLOB) by $1.7m or less than 3% of inventory within 18 months• Inventory turnover improvements of 400 bps while improving fill rates to 96-98% • Executive Committee member for implementation of sales and operations strategy• Implemented “Best in Class” procurement strategy in 2014• Executive Sponsor for business intelligence implementation

Sr. Strategic Consultant – Supply Chain 12/2009 – 05/2011Provided strategic consulting services to retailers throughout the US and Canada. Driving value proposition through streamlining supply chain and planning/allocation/replenishment processes at the business unit level as well as the C-suite level.• Supported clients on process improvement throughout the supply chain• Developed innovative and creative solutions for procurement, logistics and sourcing teams• Implemented JDA Allocation & Planning in 4 different retail environments• Led an internal project to standardize processes and formats within the planning and allocation team• Ensured projects were completed on time and to client’s satisfaction• Utilize project management tools and processes throughout every client engagement• Successful track record of maximizing the client’s billable hours to be under or on budget

Recruited by the CEO of the Paperchase division to lead the re-implementation and restart of an inventory management team focused on driving seasonal sell thru percent and increasing service level to the customer.• Developed and implemented a new planning and allocation division, hired, trained, and managed seven associates• Collaborated with the Merchant teams to ensure successful roll-out of new programs• Implemented new policy and procedures for Planning and Allocation including financial review• Led the consolidation of multiple product lines from 3 distribution centers to 1 super center• Sponsored the re-installation of automatic replenishment system (JDA’s E3)• Reduced safety stock inventory by 6% resulting in a $4.0M inventory reduction• Reduced clearance inventory from 11% to 7% of total inventory• Reduced aged inventory by $6.0M

Recruited by the Vice President of Inventory Management to lead a centralization of store level automatic replenishment while also implementing perpetual inventory throughout the 600 stores, to drive consistent levels of in-stocks and ultimately creating a better shopping experience for our customers every day.

Manage a team of 11 Replenishment Analyst to ensure the appropriate in-stocks levels in stores while driving sales and profilability. Key Responsibilities: 11 Direct Reports Maintained consist in-stock levels (95-97%) Managed $500million in vendor direct purchases for 830 stores Project Mgr. for the E3 (ASR) system install. Worked closely with IS department to ensure proper interfaces were in place. Developed and overseen all testing functions to ensure the auto replenishment system was functioning properly before any stores were turned on. Meet weekly with the executive committee to cover the status of the project. Developed strategic roll out strategy for the company with a very conservative approach to balance the risk. Developed a Training Program for all new associates which consisted of 3 major parts 1) Training Manual 2) Mentor Program 3) Classroom (hands on) Training

Key Responsibilities: - Managed $200 million in purchases across 9 DC’s and 420 stores.- Developed processes to improve the turn ratio in Lawn & Garden and Energy the two largest seasonal categories within the company.- Raised turn ratio in my control from a 1.85 turn to a 2.42 turn within 18 months.- A member of the merger team to help integrate two companies systems together.- Managed OTB process for my specific categories.