Provide direct Financial, Analytical and Strategic support to the Sr. Director of THD Building Services Organization in the areas of Maintenance Expense ($500M), Operations Expense ($250M), Maintenance Capital ($300M), Write-Off and Demolition Expense ($80M)Core Responsibilities • Manage and develop a team of 3 associates and 1 contractor• Project and establish 3-year capital and expense targets through the Strategic Planning Process; targets based on volume and inflation analysis as well as strategic cost out initiatives • Conduct RFP bid analytics across numerous vendors and maintenance activities in order to achieve maximum cost out• Responsible for recurring financial reporting, establishing monthly store-level plans and maintaining accurate capital and expense forecasts • Communicate timely to Corporate Accounting and FP&A regarding variances to plan, forecast and last year as well as material forecast changes• Adhoc analytics to identify cost out opportunities and quantify cost out based on implemented initiatives• Direct cross-functional partnership with Corporate Accounting, FP&A, Store Finance and ProcurementKey Accomplishments Analytics: o Identified opportunity to reduce maximum allowable charge by vendor resulting in a ~30% reduction in average ticket; $2M annual cost out benefito Developed a dynamic Tableau dashboard to support RFP bid analytics allowing business users to adjust negation parameters real-time. Initial dashboard helped facilitate $3M cost out for one RFP. Additionally, the dashboard helps cull back the RFP cycle time, reducing associate workloadReporting: o Developed weekly maintenance Tableau dashboard providing weekly visibility to financial and operational work order metrics. This helps the business identify expense and operational outliers and take action to correcto Streamlined and enhanced weekly capital reporting through Tableau providing business users with a more user friendly reporting tool

Support the THD Pro Operations team from a Strategic, Analytical and Financial perspective in order to drive sales, profitability and key initiatives Core Responsibilities • Managed and developed a team of 2 associates and 2 contractors• Responsible for Pro Financial Reporting, including: monthly Executive summaries and presentations; weekly Field Leadership and store-level sales and operating metrics; and daily/weekly/monthly sales reports for Outside Sales Organization• Developed store-level sales plans totaling $8.8B in 1H 2014• Created sales and margin plans for 200 Outside Sales associates totaling $820M in 1H 2014• Managed the processing and accruing of Pro Customer Rebates totaling $40M in FY2013• Planned and managed annual Pro G&A budget of $25M. Budget includes $20M in payroll and $2.7M in T&E expense across 240 associates• Conducted numerous analytics that drive results across core Pro operations and strategic initiativesKey Accomplishments Strategy: Key contributor to the overall Pro Strategyo Participant within Executive Pro Loyalty summit assembled by CEO and CFOo Member of cross-functional team lead by Strategic Business Development (SBD) to develop national Pro Loyalty program and Pro App; led to national rollout of Pro Xtra Program in August 2013o Key member of IT specifications team to establish requirements for Pro Xtra platform and functionalityAnalytics: Conducted high-profile analyses and presented findings to Executive Leadership, including CEOo Led key analysis on the progression of the Outside Sales Organization. Presented analysis to SVP of Retail Finance, which led to the approval of 10 incremental associate positionso Developed, implemented and managed customer-level discount pilot. Phase 1 results yielded 39% sales lift across 25 customers. Presented results to CEO and received approval to expand pilot to 430 additional customers

Promoted in position to Sr. Finance Manager, see description aboveKey Accomplishments Analytics: Conducted high-profile analyses and presented findings to Executive Leadership, including CEOo Conducted deep-dive analysis on THD’s Volume Pricing Program and presented findings to CEO, CFO and Executive Leadership teamReporting: Developed and led key reporting enhancements across Pro Organization, which was a key facilitator of the Outside Sales Organization’s growth from $718M in FY2010 to $1.5B in FY2013o Introduced customer-level sales reports and automated tools for Outside Sales associates showing sales, markdowns, margin at a product category levelo Designed and implemented fully automated reporting to provide Outside Sales associates with real-time sales and margin results o Developed and introduced customer-level margin model leveraged across multiple THD areaso Visibility to customer-level margin contributed to the Outside Sales Organization’s margin growth from 31.0% in FY2010 to 33.0% in FY2013

Supported Service classes across Building Materials departments by partnering with Merchants and Finance counterparts to forecast, analyze and understand drivers to financial performance. Additionally, supported the Volume Pricing Program through weekly sales and markdown performance reportingServices:• Participated in monthly forecast reviews with Senior Leadership, communicating financial drivers• Conducted financial analyses to quantify earnings impact of Merchandising decisions• Performed adhoc analyses to identify key drivers of margin performanceVolume Pricing Program (VPP):• Managed weekly VPP sales and markdown reporting, conducting adhoc analyses to understand drivers• Monitored performance of Pro Rewards pilot and impact on sales and markdowns; participated in weekly meetings with Senior Leadership• Conducted transaction-level analysis identifying instances of markdown abuse; quantified impact on profitability and reported results to Senior Leadership

Supported Merchandising organization through management of rebate and co-op marketing contracts and monthly accruals within Building Materials departments; FY09 - $1.1B in rebate and co-op funds• Managed monthly rebate and co-op accruals to gross margin• Accurately forecasted monthly rebates for unit-based agreements; $96M annualized rebate• Actively managed all tier based agreements to minimize risks and seek next tier opportunities; reduced negative gross margin impact by $2M YOY• Developed and managed monthly rebate and co-op reporting• Presented department performance to MVPs and Merchants monthly; communicating all risks and opportunities• Supported management in rebate and co-op forecast and planning• Actively communicated with THD vendors regarding purchase activity and year-end expectations• Partnered with Accounts Receivable in resolving vendor disputes and collections; conducted detailed research to prevent unjustified paybacks and margin impacts• Conducted detailed adhoc analyses and reporting, identifying financial impacts – presented to Senior Leadership• Coached, mentored and trained team members

Rotational 2-year program focused on developing business leaders; emphasizing personal development, peer and upward feedback and business process improvement• Mentored team members in data analysis, including: IBM/Base Tables, Microsoft Excel and Access tools, data extraction, database creation and query development and execution• Performed data analysis to identify key drivers of shrink resulting from price changes, including: commodity SKUs, price changes related cycle count execution and aging of clearance merchandise• Identified opportunity to enhance reporting as it pertains to price change cycle count execution; implemented by Asset Protection organization in Q1FY09• Developed a tool to improve issue resolution, research and communication for store vault associates; implemented by Store Operations• Developed an Access database leveraged by THD Merchandising Execution Team for store district alignment, associate allocation and general reporting• Performed district-level reallocation of $100M budget maintained by THD Merchandising Execution Team• Identified $360K of cost out through review of THD Lease SOX controls• Contributed and participated in department community service and diversity initiatives • Led department events which promoted associate engagement, team building and cohesion

• Managed and coordinated distribution of scholarship payments; annual value of $110M• Forecasted future scholarship participation and scholarship program value• Researched and rectified outstanding payment issues• Performed data research, analyses and developed reports for use by internal and as external customers• Communicated at a tactical and strategic level across multiple departmentsAccomplishments:• Created and implemented new payment process to prevent misallocation of scholarship funds; savings of $600K in the 2005-2006 school year• Created payment reports for private schools in regards to payments not received; reduced payment related call volume by 70%• Davis Productivity Award Recipient – Recognized for “measurably increasing performance, productivity, and efficiency in Florida State Government”