Responsible for the performance, safety and culture of Weber's global Distribution center and Weber's Ecommerce fulfillment Center. Also oversees a network of 3rd party logistics providers as capacity demands it. Leads a team of ten salaried managers and all of their direct reports including 180 hourly union and non union team members.• Delivered a 25% revenue increase during 2020• Responsible for P&L of the facility saving 1.5M against budget and 4M YOY (2020)• Supported new product launch and executed priority shipping plans for top customers• Reduced internal damage by 50% YOY saving 600K in labor and materials• Created a continuous improvement / lean culture in two Weber distribution centers• Drove significant improvement in efficiencies with labor and MHE planning• Created labor planning system to control labor spend - reduced labor spend by 1M YOY (2018)• Reduced temporary headcount by 50%• Created a team member suggestion process to improve engagement and problem solving• Orchestrated a 3PL strategy to hold, store and ship an excess of 750K sqft worth of product• Executed a seasonal shipping strategy that delivered positive feedback from external customers• Improved on time shipping by 20%• Supported the Weber.com business by reducing lead time for customers during peak season by 24 hours• Lead the Weber Fulfillment DC to 99% on time shipping• Supported 5 members of the team to promotions

Responsible for the performance and culture of a 650K square foot, temperature controlled distribution center. Leads a team of two operations managers and one lean / continuous improvement managers and all of there direct reports including 150 hourly team members.• Responsible for P&L of the facility• Instrumental in leading through a Lean leadership and culture change • Lead the building through SQF certification• Drove significant improvement in efficiencies with labor and MHE planning• Reviewed customer profitability analysis to determine rate increases• Onboarded new customers including a consolidation and cross dock customer• Reduced turnover by 50% in 6 months• Created a team member suggestion process to improve engagement and problem solving• Improved case pick 50cph over 6 months• Delivered an employee incentive plan yielding 7% performance improvement• Created a robust team member and executive training plan

Responsible for the performance and culture of the inbound and the warehouse departmentsinside a distribution center that services 72 stores and processes 28 million cartons a year. Leadsa team of eight group leaders and up to 100 hourly team members. Actively recruits, mentors andcoaches executives to identify and develop future talent.Outbound department (July 2013 – Present)• Approached and asked to relocate to support a building with leadership and performance gaps• Delivering a top 5 Outbound department out of 27 Regional Distribution Centers• Increased YTD trailer cube metrics from 27th to 10th • Increased non conveyable sort productivity from 45cph to 55cph• Group captain for unsaleables for group 4 distribution centers, delivered a reduction in .5 bps year over year resulting in a 50K savings• Rolled out and implemented changes to 8 other RDCs• Served as a consultant for a RDC in Ohio with poor performance • Instrumental in communication plan for major changes affecting the RDC in 2015• Quickly established rapport and became an influential leader on the senior team• Recognized with Leadership Award for Group 4 distribution centers

Warehouse department 2009 – Present • Delivered minimum 50K and 103% positive to budget every year• Delivered a top 6 warehousing department out of 27 Regional Distribution Centers• Delivered a “Green” Best Practice and Compliance assessment• Support a distribution center in New York with poor performance during peak season for 30 days• Recognized with regional leadership award• Reduced Unsaleables by 30K in the first quarter of 2013, ranked first in the companyInterim Human Resource Manager 2012 (5 months)• Supported a building of 50 execs and 500 team members as interim Human Resources Manager• Implemented Human Resources’ routines with the Human Resource Business Partner team• Successfully on boarded a new General Manager• Successfully managed the performance of two Senior Group Leaders

Responsible for total building flow, the buildings level of service to the 72 stores the distributioncenter services, and building and overseeing the plans that each department builds. The "go to"for the general manager and the senior team. A stepping stone to promotion to a senior groupleader.Accomplishments· Drove the building to number one in the company from seventh in 12 months· Responsible for coordinating the handling of 28 million cartons a year· Maintained a high level of service for stores at 95% or better· Created a method to process the buildings priority freight 6 hours earlier increasing our level of service to 95% or better from 90%· Provided monthly distribution business updates to senior team and regional team· Created fall season strategies that educated group leaders through role play scenerios