Leading a team of 16 (4 Directs) I head our strategy and analytics team related to all things vehicle related at Drivetime. My team is responsible for purchasing cars, demand planning, supply chain/transportation logistics, and vehicle reconditioning. - Partner with Data Science teams to drive data based decisioning for vehicle acquisition based on profitability of units, and expected turn times- Leads the sales demand planning process requiring collaboration with Risk and Marketing departments- Responsible for over $300MM in logistics budget related to transporting and reconditioning vehicles- Guides executive level operations teams strategic direction related to changes needed to meet demand

• Lead a team of 8, overseeing supply chain and logistics operations, demand forecasting, and retail operations• Manage a $115K sales budget for the entire organization and a $175M operational expense budget for headcount groups, effectively managing and forecasting expenses while maintaining the company’s financial vision• Integral in geographic footprint reduction and strategy shift, focusing on acquiring a larger footprint of stores in new DMAs instead of building multiple small store footprints, closing 20 stores, resulting in $20M in cost savings annually while retaining 80% of store sales and growing national net• Spearheaded online stip capture, working directly with third-party vendors, including Work Number and Plaid, providing a platform to collect required documentation, leveraging DriveTime as an industry leader by equipping clients with the tools to complete most of their purchase online, increasing sales and customer satisfaction• Impactful in the creation of a long-term roadmap, guiding the transition to online transactions by utilizing a “test and pivot” approach, assessing the conversion rate impact very slowly, providing the appropriate level of transparency, and allowing the customer to complete most of the process online, resulting in a 3% lift to lead to sale conversions• Played a key role in reshaping the thinking about infrastructures, including reconditioning facilities, recognizing the need to have fewer facilities that leverage full potential and full capacity of what it can produce, driving the company’s go-forward strategy while strengthening growth and revenue• Developed a conversion testing engine, improving AB testing of lead nurture campaigns, utilizing software to analyze customer website behavior, altering nurture strategies on subsets of leads to identify which tactics work on which customers based on their behavior, leading to a more personalized approach of selling while increasing sales

• Launched the initiative to operate the dealership as a Kelly Blue Book buying center, expanding the ability to source cars, providing a greater inventory of cars for our customers, and improving the company’s competitiveness• Integrated a 3rd party texting system into the call center’s strategy, utilizing text instead of calls to communicate with potential buyers, increasing customer engagement by 50% and customer foot traffic in stores by 7%• Analyzed inventory’s relationship-to-sales volume, discovering more inventory correlates with a larger market share, transitioning the supply chain trajectory to focus on providing more options for customers, increasing sales by 5%• Expertly balanced 3 sectors of the business, playing a significant role in products, analytics, and collaboration, focusing on driving value with the appropriate products, analyzing behavior and procedures to effect necessary change, and collaborating with other teams within the company to ensure operational efficiency• Launched BOLD chat, incorporating pop-up chats onto the company’s website, enhancing the customer experience, and increasing sales

• Implemented an initiative to reduce staff in Q2 and Q3 during slow volume months, resulting in cost-savings of $1.8M annually, with the initiative now part of long-term budget planning• Worked side-by-side with retail team, building positive relationships with senior-level leaders while driving change and strengthening trust, leading to rapid advancement in the company• Led the call center workflow reduction initiative, shifting the team out of nonproductive workflow, and utilizing dealership resources to grow business, reducing call center staff by 40% and saving $5M annually• Developed and launched strategies for operations role reduction, including utilizing 3rd party vendors for titling responsibilities at the dealerships and leveraging part-time employees to perform more mundane tasks, reducing overhead costs by $4.5M

• Designed retail compensation plans for 1,900 employees for 2015 through 2017, leading to same-store sales of 10%, 28%, and 6% in those years respectively• Partnered with accounting leadership, reviewing budget proposals and monitoring adherence, and managed a $100M retail comp budget, including sales, commissions, bonus, and salary forecasts, ensuring efficient financial operations• Constructed an all-purpose retail analytics tabular cube, migrating 12+ existing reports into 1, utilizing 30+ data sources to oversee all reporting and ad hoc needs, reducing workload, and providing valuable and clear data

• Directed call center analytics for the revenue management team, reporting directly to the Vice President while providing quality leadership with collection strategy insight, workforce productivity, and automation of repetitive collection tasks, ensuring effective and efficient daily operations