Responsible for -• Lead a buying team and logistics project management team responsible for maintaining inventory levels and ensuring timely delivery of hardware to internal and external customers. • Own and report weekly/ monthly/ quarterly KPI’s to the leadership team. Accomplishments - • $28.6m reduction in inventory valuation from January 2023 to December 2024. • $273k in savings by negotiating lower pricing with suppliers in 2023. • $4.1m in cost avoidance in 2023. • 90% to 98% increase in on time deliveries for 2023.• $9.7m reduction in inventory valuation at 3rd party forward stocking locations.• Decreased monthly spend at 3rd party storage from an AVG $65k in January ’23 to $16k in December ’23. • 99.72% inventory accuracy for 2023.• Recognized and implemented a cost saving opportunity, saving SmartRent $540k per year on average. • Initiated a rebate with Ring, adding $1,345,000 to SmartRent’s 2022 revenue. • Oversee $150m yearly average of inventory spend.PFEP Performance• Items between Min/Max – Goal 92% Obtained 94%• Items over Min – Goal 95% Obtained 97%

• 2018: managed 150+ projects totaling $10.5 million.• 2017: managed 150+ projects totaling $8.8 million. • Coordinated selection, pricing, and integrate equipment, controls, and service for projects ranging from $10,000 to $1.5m.• Sourced HVAC equipment and negotiated pricing from 3rd party vendors.• Sequenced deliveries in accordance to project schedules and customer's requests. • Updated and disseminated monthly KPI's to regional personnel that aided revenue recognition, balancing workloads, and drove performance.• Ran bi-monthly reports to resolve cost variances and ensure accurate reporting of P&L. • Accountable for cash-flow management: e.g. managing project costs, progress billing, and collections.

• Managed a staff of 4 associates who oversaw turns and rehabs for IH’s east coast markets: 350 to 625 per month.• Liaised with field staff to ensure scopes of work and move in ready inspections were completed expeditiously and within budget through the use of bi-weekly reporting. • Continuously followed up with 3rd party vendors to ensure projects were being completed by the expected completion date and ultimately below 2015’s national average of 15.5 days - Prior leaving the company I was able to help bring the national average down to 13 days.• Lead team and field staff to process 625 minor turns during IH’s 2016 peak move out month - 175 more than 2015 peak move out month.• Effectively implemented scope auditing measures that lowered 2015 national average of $3,850 per minor turn to $3,350 in 2016. • Coordinated with municipal permitting offices, engineers, and home inspectors when structures did not meet minimum code requirements or the structural integrity had been compromised (reviewed blueprints, plans, and specifications). • Worked closely with disposition team members for properties listed for sale that were deemed as a “sell as is” or required work to be completed to meet the request(s) of the buyer.

• Managed initial rehab timeline’s and associated costs of 50 to 75 homes per month. • Ensured third party contractors were delivering homes up to the standards and specifications of the company. • Reviewed bid pricing and the costs of subsequent change orders to confirm total project costs were within defined capital expenditure and total rehab allowed totals. • Responsible for scheduling preferred flooring vendors and appliance deliveries to work within contractor timelines.• Initiated incremental payments to third party contractors by determining the quality of work throughout the construction process. • Successfully negotiated pricing, saving the company approximately $250,000.• Liaised with internal property managers and leasing agents to make sure move in ready homes met our residents expectations.