WALMART STORES INC., Bentonville, ArkansasSenior Director, US Produce Flow Network, and International Supply Chain, 2013-2017Split responsibilities between domestic and international supply chains.Internationally facilitated support to Chile and Argentina supply chains by traveling to countries every four to six weeks to guide and support overall supply chain strategy and operations. Directed organizational structure, DC operations, transportation, network planning, systems development, engineering, functional assessments, P & L, and metrics implementation.• Directed the Achievement of significant improvement internationally in areas of inventory turns, shrink reduction, store service, quality, and expense reduction.• Mentored leadership teams in Chile and Argentina, Directed the strategic and tactical direction to improve service and quality and reduce cost in supply chain. . For the US Produce Flow Network, I Supervised team of six managers guiding service and financial oversight of five 3rd party produce operations.• Lead domestically to develop the strategy for the produce supply chain and implement a network of third-party produce operations across country to improve quality and freshness of produce in stores. • Responsible for contracts, operations, and finances of US produce facilities, called Fresh Solution Centers (FSC’s), handling $700,000,000 in produce annually, with facilities designed to receive, quality check, and ship daily needs to the grocery DC network required inventory to service stores on most highly perishable produce.• Oversaw automated packing operations that were offered as value added services in these operations that reduce cost of goods.• Achieved 2% reduction in Produce throws on the products going through the new channel and increase of two days of shelf life to the consumer.

Senior Director, Import Logistics, Operations and Administrative, 2008-2013 Responsible for import DC operations and direct import administration. Responsible for operations at four ocean ports and one inland port warehouses. Each location consisted of a 2,000,000 to 4,000,000 square feet warehouse along with 100,000 square feet consolidation docks. Ran continually 363 days per year with 50 managers and 800 to 1,000 associates at each location • Supervised administration staff in Bentonville of ten managers tasked with supporting these operations, with tasks involving drayage, merchandise solution, operational support, special projects, planning, and finance. • Handled $12,000,000,000 to $15,000,000,000 at cost of direct import merchandise annually. • Consistently met all safety, quality, and financial goals of the network

Senior Director Systems Development, 2000-2008Lead systems development of all Supply Chain systems needs for the Division, including general merchandise, grocery, pharmacy, imports, ecommerce, and SAM’S DC’s. Also did the systems development for return centers, transportation, human resources, and compliance. Oversaw all the divisional operational and metrics reporting. Worked with operations and supply chain leadership to identify and prioritize systems development needs for division, financial budgets, and to collaborate with information systems teams to create development plan to deliver projects. Supervised team of 25 managers. • Provided business knowledge and requirements for development and testing of new system application development, and administered implementation and training on all new systems applications into operations. • Developed expertise in systems processes, data flows, and logic involved in warehouse and transportation systems.• Gained an overall business and data knowledge of the areas of finance, replenishment, and merchandising.• Responsible for assessment and selection of outside 3rd party software used in the Supply Chain Division.

SAM’S Special Assignment, 1998-2000. Set up and managed new concept for business delivery for club operation in Austin/San Antonio Market called SAM’S Club Plus. Oversaw a catalog ordering/business delivery operation offering office supplies, janitorial products, and c-store products with an assortment well beyond those available in the Clubs. Led complete operational and P&L responsibilities, with following areas reporting to me: buying, advertising and catalog design, replenishment, sales force, call center for taking orders, warehouse operations, and fleet of small trucks. Created results despite several changes in leadership but ultimately shut down because of changes in strategies of organization, however it became forerunner to ecommerce movement.International District Manager, 1996-1998. Led supply chain development in first international business. Set up warehouse on border in Laredo, Texas for exportation of US merchandise for Sam’s Clubs in Mexico, later growing to include Walmart merchandise to support entry of supercenters into country. Worked closely with Mexico’s Supply Chain leadership to set up first ambient warehouse in Mexico City followed by second warehouse facility to handle perishables. Directed Mexico’s in-country merchandising, replenishment, and supply chain areas in this project. (i.e. product mix, forecasting, planning, systems, warehousing, transportation, centralized distribution concepts with the vendors and merchants, and financial aspects of a centralized distribution channel internal and external). District Manager, 1994-1996. Spearheaded operational and P & L responsibility for five ambient SAM’S Clubs DC’s along east coast and five third-party freezer/cooler warehouse operations servicing across country.