Leah Gregory Email and Phone Number

•Develop and execute IT strategy for organizational growth, processes and methodologies, communications and continuous improvement initiatives. Drive senior executive leadership meetings in coordination with the CIO, ensuring relevant conversations and decisions are made and communicated appropriately.•Create IT executive messaging for external stakeholders to drive the right level of detail and understanding through the organization. Responsible for rollout of internal department SharePoint portal. Develop the messaging and facilitate the bi-annual IT Town Hall meetings. Created new IT orientation meeting for new hires, presented by the CIO, to help associates understand Ross IT cultural norms and expectations. •Establish and lead the IT Continuous Improvement program focused on improving the departmental culture and collaboration. This included leadership offsites, identifying and communicating key behaviors to our success, leading associate taskforces to improve empowerment and cross functional engagement. Created an associate recognition program, presented by the CIO, recognizing associates who exemplified our key behaviors. Created the site visit program, facilitated by our corporate, supply chain, stores and merchant facing teams to drive business acumen and awareness for IT associates. •Lead the project prioritization and approval process, gaining alignment from stakeholders on project scope and start. Ensure resolution to outstanding issues or questions. Organized high level capacity planning exercise to gather resource constraints that may affect project scope or duration. •Liaison with Talent Acquisition to ensure efficient recruiting process. Improve onboarding process by setting up buddy program and creating reference guide for managers and new hires. Responsible for corporate IT space planning, including updating and successfully executing new standards to avoid additional space requirements.

•Drove the capital planning and forecasting process for $100M+ in annual IT spend. This included both the five-year and annual budgeting process from start to finish, coordinating with Senior IT Leadership resulting in delivering and presenting to Executive Leadership. Created cadence and drove internal IT process for project initiation and financial review with CIO which included cross-functional portfolios to obtain alignment on project scope and impact. •Revamped routine for annual five-year plan, working with the enterprise architecture team on updating the strategic project roadmap, driving the financial project estimation process and assisting senior leadership to review content and prioritize projects. Execute top down direction for final project prioritization and communicate decisions back to portfolio owners. •Critically evaluate and present all IT capital “Capital Expenditure Requests” to GVP of Finance. This requires ongoing training to non-finance team members on internally developed software accounting treatment (SOP 98-1). Refined and developed executive messaging for IT projects, gathering technical details and converting to layman terms to facilitate discussions and approval with non-IT executives.

• Proficiently formulated reports and forecasted an annual capital budget of $450M. Collaborated with department expense managers to compile and update monthly forecasts and assisted executive team by distributing scorecard performance reports and ROI summaries, which helped them to take strategic actions. • Thoroughly reviewed all “Capital Expenditure Requests” which included recommended edits and coordinating VP reviews. Directed team of six personal.• Provided continuous support to internal IT team in successfully automate the monthly capital forecast and capital report, which enabled management team to precisely and accurately generate reports that were distributed to executives four days faster while reducing the risk of manual entry error. • Examined, selected, and implemented a SAAS license tracking software solution to track 4000+ store licenses. This involved automating the process from Excel to License HQ which increased productivity and avoided additional headcount two years while providing management greater visibility to outstanding tasks

• Leveraged professional expertise to handle the treasury functions for cash balances of $800M+, gift and credit card processing, investments, and leasing in an efficient manner. • Fostered congenial professional relationships with external banking & leasing companies, becoming the primary contact for armored services, depository accounts, and credit card processing.• Identified and implemented Trintec software to streamline treasury related account reconciliations as well as manage bank fees for depository accounts, which enabled us in successfully negotiation lower bank fees.

• Effectively managed a staff of six and coordinated the month end close process along sales tax filing for more than 20 states, which included coordinating journal entries from outside departments in addition to all internal accounting entries. • Expertly established a tracking mechanism for all account reconciliations in accordance with SOX 404 to monitor all reconciliations and approvals.• Developed and evaluated quarterly PBC schedules and coordinated with external auditors to ensure timely audit sign off. Analyzed and prepared monthly financial package for executive review.

• Singlehandedly managed monthly close process; including supervising staff of five consisting of accounts payable, accounts receivable, order processing, senior accountant, and facilities coordinator. • Systematically reconciled balance sheet; coordinated in quarterly and annual reviews by external auditors, revenue recognition using SOP 97-2 for multiple revenue streams, and calculated monthly commissions.• Assisted corporate internal audit team documenting procedures while complying with Sarbanes-Oxley 404.• Capably reduced the month end close schedule by two days to accommodate an accelerated close schedule.

• Managed monthly close process, accounts payable function along with supporting the controller in ad hoc reporting and daily operations. Prepared all month end journal entries and provided financial statements for the 10Q and 10K along with various supporting financial tables. • Successfully executed consolidation of eight subsidiaries including the inter-company journal entries. Prepared monthly sales and use tax returns. Maintained deferred revenue module and booked related revenue.

• In charge of all general ledger and accounts payable functions, including preparation of monthly U.S. financial statements and managing the accounts payable team. Successfully implemented Oracle 11i as a super user for General Ledger, Purchasing and Accounts Payable modules. Filed sales and use tax returns for thirty states.