I have had several different roles and am currently driving forklift for raw cut lumber being pre-staged to go to the drying process. I have been reminded how important it is to listen to our front line employees with both their frustrations and suggestions. If we as managers are willing to listen our employees can make meaningful bottom line impacts if we willing to hear them and act when appropriate. Having the opportunity to be in a front line position has brought me back to how I started my career. It has been enlightening and humbling as I self evaluate how I've done over the 30+ years of my career. I feel this experience will do nothing but continue to make me a better manager to lead and organization to success.

Bluestem Brands is a multi-channel, multi-brand direct to consumer, general merchandise Catalog and Internet Company with annual revenues of $1 billion. Responsible for the planning and execution of all order fulfillment needs across a multi Distribution Center network as well as Inventory control, Engineering, Payment processing and Mail order entry. • Key member of executive team that re-launched the Fingerhut brand out of liquidation and built the business to $1 billion in revenue and more than 1.8 million customers with annual double digit EBITDA profitability.• Created the strategic plan for the Fulfillment Operations to create focus and spending efficiency with limited capital expenditure budgets. Strategy was specifically focused around warehouse management systems and creating a culture of continuous improvement. Leverage in house skills where appropriate and outsourcing when effective. Plan goals were designed to deliver an annual cost improvement of 5% to 10%.• Full P/L responsibility for an expense budget of $95 MM and Capital expenditures budget of $3-10 MM annually• Implemented a highly effective 1.9 MM sq. ft. fulfillment network that is currently delivering best in class service as compared to major retailers as well as major ecommerce companies and measured by the American Consumer Satisfaction Index (ACSI)• Expanded distribution network to a three DC model by leveraging an outsource partner (OHL) to cost effectively increase fulfillment capacity with minimal Capital expense. • Enhanced payment solutions to optimize customer choice: check, money order, pay by phone, Credit/Debit and IVR solutions• Lead the Fulfillment operations group to be more responsive and productive in support of business line functionality as it transitions from a start-up company with high growth (+50%) to a mid-size ongoing entity with annual projected growth rate of 25%+.

Responsible for the implementation of a continuous improvement culture across the operational business units as wells as execution of all projects to optimize costs and maximize customer service. • Lead the team that built a Six Sigma process improvement culture • Delivered projects worth over $2MM in annualized savings in the first year• Implemented Green Belt training program to maintain culture

Full budget responsibility to manage of a new state of the art 1MM sq. ft. fulfillment facility from startup to maturity. Successfully tested, opened, and operated fulfillment center providing 3PL services for Wal-Mart.com, eToys.com, Mountain Zone.com, Wet Seal.com and Fingerhut.com.• Full P/L responsibility for an expense budget of $48 MM and Capital expenditures budget of $2-5 MM annually• Managed staff in excess of 1,800 associates at peak. • Responsible for all functions within operation: Finance, Human Resources, Information Technology Maintenance as well as pick, pack and ship functions

• Responsible for all documentation and execution of testing plans in development of new highly automated fulfillment center• Developed training materials for all areas of the operation ; Receiving, storage, replenishment, pick, pack and ship • Automation included conveyor served high density pick module, tilt tray sortation for both multi pack stations and outbound shipping.

• Responsible for information technology, production control scheduling, receiving, storage, replenishment, pick/pack/ship operations. • Played key role in implementing new warehouse management system- testing, procedures and overall super user• Implemented an internal GAP analysis team to bridge systemic issues with operational needs to optimize overall operation